My last day at the New York City Economic Development Corporation (NYCEDC) was two weeks ago. Working for local government was never something I dreamed about, but the experience was a surprising blend of all that I love: cities, innovation, media, politics. Truly, it was an unparalleled opportunity to learn the ins & outs of a system where all of these elements converged.
When at NYCEDC, you can’t help but speak the language of economic development – creating jobs and developing neighborhoods – which includes a lot of technical jargon and municipal processes that I never wish for anyone’s vernacular (“Did you get LMDC approval to extend the RFEI deadline pre-ULURP, post-CEQR along with the DOT MOU?”)
More broadly, I took away some important life lessons during my 4+ years at this quasi-city agency. Most are in the context of running a city, i.e. seeking Council and community stakeholder approval for public land use projects, which admittedly is very different from running a profitable company in a market-driven society. But I’ve found that work in the public domain mirrors our personal lives in more ways than we think, especially as we grow towards a more open society.
In no meaningful order, my top 7 takeaways:
CHANGE IS INEVITABLE.
We must learn to embrace it. EDC is one of the biggest agents of change in NYC. The city has many levers at its disposal to implement change at scale through zoning policies, tax incentives, and workforce development programs. These mechanisms can also change the fabric of communities in immediate and tangible ways. You see the change with each new condo building and bourgeois office & coffee shop, along with rising prices. Resisting this change is futile, for it’s not all bad. Courting major companies and building large infrastructural projects increases connectivity and brings jobs & activity to formerly disinvested areas.
The work shouldn’t stop here.
Real economic development doesn’t just build and raise property values; it invests in the people of the neighborhood. Real economic development works with communities hand-in-hand to create double bottom-line metrics that not only measure the number of jobs that are created, but the number of local jobs, small businesses retained, permanently affordable housing units, open space, and sustainable community programs. Insomuch that the new development builds capacity for members of a community to sustainably adapt to the changing environment, its a win-win.
PROCESS, PROCESS, PROCESS – It’s everything.
The difference between a tourist and resident is that a tourist sees only the Times Squares and Magnolia Bakeries – the final outcome, packaged in all its pretty glory. The tourist does not have to see who is driven out and who moves in, the businesses that shutter because of rising rents, nor do they reap the consequences of city decisions that might have been made from the top-down. Fully engaging community stakeholders at all levels of any major new development (not just when they are needed for a vote) is key to ensuring that the plan captures all of the neighborhood’s basic needs.
A ONE SIZE ALL APPROACH DOES NOT WORK.
Neighborhoods, just like people, are different. Don’t expect the same strategies to work for neighborhoods mere blocks apart. Manhattan north of 96th Street is totally different from the Lower East Side, or East 95th Street for that matter. A neighborhood strategy is most comprehensive when you seek the input of those who know the neighborhood best – its long-time residents – and not just urban planners or developers drafting plans from their ivory tower.
IT HELPS TO HAVE AN ADVOCATE AT THE TOP.
If you’re just starting at the bottom of the totem pole, a brilliant idea won’t go anywhere unless someone at the top can vouch for it. It’s stupidly hierarchal, but you can either spend time complaining about it or strategize about how to best work within the system & get buy-in at the top (hint: the latter saves a lot of time and disillusionment).
Robert Moses learned this in his early days working for the City, and after a couple botched ideas blinded by his own idealism, shifted the strategy for his ambitious development ideas around getting to know the people in power whose approval could actually make them happen.
YOU’RE NOT THE ONLY ONE FAKING IT.
I was very underqualified for my job as Manhattan Borough Director at EDC and frequently experienced impostor syndrome. I was never sure if what I said would unleash a cascade of angry words, eye rolls, or nodding approval. It was a state of constant uncertainty, but I soon realized that most experienced professionals were never 100% sure either. That’s the beauty of a job where there is no recipe for success. We’re all just trying to make the best decisions as we go. And that’s the way it is with life as well, right?
IT HELPS TO PRETEND LIKE YOU KNOW WHAT YOU’RE DOING, THOUGH.
One of the best skills to have (aside from coding) is persuasion. If you can sell, you have the keys to unlocking people’s stubborn, change-resistant minds. Sometimes it’s less a matter of what you’re saying than how you say it. At several community meetings, I literally just memorized the same key talking points, and kept repeating variations of the same message. Over time, I began saying those lines with more confidence and felt like I gained greater trust (confidence coupled with consistency is what did it).
CHECK YOUR ASSUMPTIONS.
It’s one of my biggest frustrations but we’re all guilty of it. We enter any given situation with preconceived notions about people, communities, what they are capable of and what they are not. How do we know what people want? Maybe they are happy with the same bodega and old historic district, maybe they aren’t, or maybe they want to keep a valued institution and demolish something else…you just never know until you ask, so ask (unless you are withholding for some larger negotiation tactic).
Government is not without its flaws. Certain regulatory measures are inefficient and things get stuck in the bureaucracy, but working at NYCEDC has reinforced my belief in the need for a strong public sector. We cannot rely on the private behemoths of the day to have the public’s best interests at heart. The irony of an Apple town square open to all except for those who can afford their $1000 iPhone pains me. Local government, on the other hand, is beholden to the public across a wide range of subsidized amenities – parks, roads, schools, utilities, public housing, hospitals, etc. – to build a better life for ALL.
I am leaving NYCEDC for personal reasons. I want to take time to explore & see what else is out there. Maybe I’ll go and learn some best practices from the private sector. But my enthusiasm for the public sector remains and I do hope to go back at some point. If there’s anything that I learned during my time at NYCEDC, it’s that innovation is disrupting industries left & right, and no one is immune to the impending change. Government needs to moderate and soften the change, so it is not an apocalyptic hell of tech-haves and have-nots.
I’m not sure what this next chapter means for me, but am open to the possibilities and ready to take the plunge. As Part I of my ‘sabbatical’, I’m traveling to the Middle East 11/23 – 12/6! If you’re in any of the following cities, let me know:
- Dubai, UAE
- Amman, Jordan
- Wadi Rumi, Jordan
- Jerusalem, Israel
- Tel Aviv, Israel
Thanks to all who have supported me on this journey thus far, and cheers to the open road.