Robert Moses’ power accumulation gains momentum through a feedback loop that even enemies in high places can’t stop.
When Roosevelt was elected governor, he did not want to re-appoint Moses, even despite Al Smith’s pleas. However, Moses’ positions as the president of the Long Island State Park Commission and as the chairman of the State Parks Council were beyond the reach of the new governor. Roosevelt was powerless against Moses from the outset. Then, throughout his term, Moses’s accomplishments made him indispensable. So much so that, “although he may have hated Moses, during the four years of his Governorship [Roosevelt] gradually increased, not decreased Moses’ power.” (pg 304)
Moses’ indispensability came down to two key attributes: his encyclopedic knowledge of the law and his relentless drive. With these characteristics, Moses was able to solve important problems and accomplish more than anyone else in a similar position.
Encyclopedic Knowledge of the Law to Solve Problems
Of course Moses had a thorough understanding of the law and how the government runs. As Caro points out, “To a considerable extent, the machinery was his machinery; he, more than any other individual, drafted the executive budget system, the departmental consolidation and hundreds of bills that implemented those constitutional amendments.” (pg 306) This knowledge was a “political weapon which no Governor could afford to let rust in his arsenal.” (pg 306) Roosevelt relied on Moses’ council to pass the budget in his first year against backlash from the Republic Legislature. And he would continue to turn to Moses on issues beyond just parks. “During 1930, 1931, and 1932, Moses handled more than a dozen special assignments for Roosevelt and produced results on every one.” (pg 319) Moses’ knowledge and ability made Roosevelt dependent on him. He couldn’t help but give him more responsibility, thereby increasing Moses’s power during his Governorship.
A Relentless Driving for Accomplishments
Moses inexhaustive drive to get the parks and parkways in Long Island open created a record of accomplishments that also could not be ignored. More so, Roosevelt wanted to be identified with the success, particularly given the positive publicity it generated. “For political, if not personal, reasons, Roosevelt wanted – needed – to get things done.” (pg 315) Like all politicians, Roosevelt needed a “record of accomplishment” for re-election campaigns and beyond. Because of Moses, he could point to a record of public works and completed projects that were cheered by the public. And Moses astutely understood the importance of sharing “the credit for the work he had done with the man he needed if he was to get more done.” (pg 315) Again, Roosevelt became dependent on the limelight that Moses’ achievements produced. He had little choice but to “heap on [Moses] more and more responsibilities, even though the giving of responsibilities carries with it the grant of more power.”
So, even though Roosevelt and Moses had an acrimonious relationship that would continue in the years to come, Moses knowledge and accomplishments made him indispensable to the Governor, thereby helping him gain more power. This allowed him to achieve more and just fed further consolidation of power in a reinforcing feedback loop.
We later see a similar pattern emerge when La Guardia becomes mayor of New York City. La Guardia dreamed of making his city beautiful, and “it was Moses who was enabling him to obtain the plans and the money” to make that dream a reality. (pg 453) La Guardia and Moses, as “two strong-willed, hot-tempered men” would get into fierce fights, but for both the importance of “the realization of dreams in concrete” trumped their disagreements – “their disagreements could always be resolved.” (pg 452)
And like Roosevelt, La Guardia thoroughly basked in the positive press that Moses’ accomplishments with the city park system generated. What’s more, La Guardia went along for the joy ride of going to many park opening ceremonies. He learned not to interfere with this golden goose. “As long as he didn’t fight, La Guardia had learned, Moses would provide him with a seemingly inexhaustible cornucopia of political benefits If he did fight, Moses would humiliate and defeat him.” (pg 463)
But it wasn’t just his park record that set Moses apart for La Guardia. Moses’ problem solving skills, as it did for Roosevelt when he was governor, proved to be invaluable to La Guardia as mayor.
“You give a problem to Moses and overnight he’s back in front of you – with a solution, all worked out down to the last detail, drafts of speeches you can give to explain it to the public, drafts of press releases for the newspapers, drafts of the state laws you’ll need to get passed, advice as to who should introduce the bills in Legislature … and a complete method of financing it all spelled out. He had solutions when no one else had solutions. A mayor needs a Robert Moses.” – Judge Jacob Lutsky (pg 463)
This power and ability ended up dominating over the mayor. He was able to overrule La Guardia’s plans and direct a “lion’s share of the billion-plus dollars poured into New York City by the New deal” on his own projects. (pg 465) “To a considerable extent, in the planning of large-scale public works in New York City during the 1930’s, Robert Moses operated independently of the elected official who appointed him – and therefore independently of the people’s will.” (pg 465)
Moses became uncontrollable by his superiors.
