In The New Localism Bruce Katz and Jeremy Nowak advocate for new governance structures to help encourage innovation and lead to dynamic growth for cities and metropolitan regions. Katz and Nowak believe that current structures and institutions are inadequate to respond to global challenges that demand multisectoral action, technological innovation, and network approaches to problem-solving.
One of the recommendations from the authors is to produce new systems and structures for the effective management, use, and development of public assets. The authors are critical of public management strategies that often lead to politicized decision-making and cronyism. At the same time, the authors don’t suggest that public assets should simply be sold to the highest bidder from the private sector for their own profit maximization. Public assets can play a huge role in city revitalization and growth if managed properly, and the authors recommend that cities and metros look to Copenhagen for examples of better public asset management.
The City of Copenhagen has created publicly owned private corporations for the management of public assets and economic development spaces. An insulated private company is responsible for maximizing public benefit through the use of the city’s assets. In regard to transferring this system to cities in the United States, the authors write, “The United States also has to come to terms with the fact that public assets can be effectively managed by the same private systems and principles that build private wealth and productivity, but with a public purpose mandate.”
We like to think that there are either public systems, like say the DMV, or private businesses. Our debates and discussions generally center around the pros and cons of each, with people trying to reach an impossible conclusion that one system is inherently better than the other. Katz and Nowak show that Copenhagen took a different path, looking at how a private corporation could be established with public ownership and an ultimate purpose of maximizing public returns rather than private financial returns. The result has been an entity that can think long term, coordinate with both public and private organizations for responsible and equitable growth, and make decisions that focus on improving the city of Copenhagen in a realistic way that responds to actual economic trends, pressures, and forecasts. This blend of public and private is more robust than either pure private development or public management. The result of finding a third path is a new structure that can actually address problems in rational manners and sidestep the pitfalls that are so common in American city governance.