Congratulations on your decision to run for public office in Minneapolis!

Congratulations on your decision to run for public office in Minneapolis!

I write you today to offer advice on how to approach your duties as public official. I have worked as a city director of planning, zoning, and code enforcement, a housing and economic planner, as a consultant for many local governments, and as someone who has taught urban politics and planning for more than 30 years.

What I learned then and over my years as a professor and as someone who continues to work with local governments is that there are some basic rules or values of governance that never die, even if politics or values change.

First, remember a city is its people. Not some of the people in part of the city but all of the people across all of the neighborhoods of Minneapolis. For too long public officials in Minneapolis have failed to commit development and resources across the entire city, leading to uneven development. As a result, parts of the city are developing and others stagnant.

In many ways, Minneapolis is two cities. No, not two separate cities, but two cities within itself. It is a shining city on the hill for those who are white, affluent, and live in the right neighborhood. It is also a city of concentrated poverty, racial disparities, and lack of opportunity for  people of color, the poor, and those who live in the wrong neighborhoods. The defining issue for the 2025 elections should in part be about rectifying the difference between the two cities and help all the anonymous individuals who are victims of race and poverty.

Minneapolis is a great city with a wonderful quality of life, for some.  But it is hugely segregated by race and income. It was that way nearly 30 years ago when I worked for the University of Minnesota’s Institute on Race and Poverty and we documented that segregation. Over a generation little progress has been made. Minneapolis is a city with  neighborhoods torn by concentrated poverty, race, crime, and disparate educational outcomes. It is where wealth is concentrated in the urban core and in a few neighborhoods, leaving many others behind. Mayor Hodges, and before her R.T. Rybek and before him Sharon Sayles Belton, all promised to put money into the neighborhoods, to delivery economic development for the least advantaged, and either failed or got ensnared in the demands of downtown urban development. .

The issue for Minneapolis is social and economic equity. Fundamentally, the defining issue is creating economic opportunity for all. It is making it possible for individuals, regardless of race or neighborhood, to have a decent job, a choice of where to live, a voice in where to send their children to school. The role of the mayor is steering investment, encouraging economic development, making it possible for people to create their own businesses. Expand the economic base for all, especially those who are left out already, and that is the way to generate the resources both to finance the city and help those who have been left behind.

Such a vision requires several things. Neighborhoods need to be diversified.  Concentrated poverty neighborhoods are no good for anyone. There needs to be a mix of people, incomes, and structures in every neighborhood. Rethinking the comprehensive plans is one step. Allowing in some places for more intensified or mixed development, to allow some people to  invest in their own neighborhoods will help. Yet private investors and banks will not act on their own to finance this. Minneapolis needs to think of its own investments in terms of streets, sidewalks, and other services such as code enforcement. The City can help foster the conditions for economic development in its various neighborhoods, but it can also do things such as provide micro-financing to help some communities and guarantee loans in some situations. Make neighborhoods attractive for all to live and invest it. Deconcentrating poverty is one step in making neighborhoods more opportunity-based. Thus, both place-based and mobility strategies are needed.

But that is not enough. Businesses or people invest where there are skilled workers.  Strategies to attract and retain college graduates and provide real training for those lacking skills too are important. Better partnerships among the local colleges, employers, and workers to train and connect businesses to people should be on any mayoral candidate’s agenda. Quality services, the amenities of parks, libraries, and the arts are too what candidates should be discussing.  So too should they be talking about schools. No, mayors cannot improve schools themselves, that is not their job. But they can provide the conditions that make it possible for children safely to go to schools, or to live in neighborhoods that support learning though the maintenance of libraries and community centers, for example.

Second, stick to the basics. Cities are about the delivery of basic services. It is about housing, streets, sewers, water, parks, putting out fires, and arresting the bad guys. It is not about world peace and global issues. Public officials have forgotten that. Mayors and city councils can do little directly to help schools or improve education but they can stabilize neighborhoods and develop social service and community programs to support schools.

Third, Minneapolis has finite resources, property taxes are going up rapidly, and the traditional middle class feel squeezed that they cannot afford to stay in their homes anymore, or that they cannot buy or rent a place in the city. Raising taxes is not always the solution. If one wants to raise the minimum wage to a living wage, then one also needs to think about creating the businesses and jobs that will provide these types of wages. Perhaps one of the most serious challenges facing Minneapolis is the eroding tax base and business closures. You may have lots of wonderful plans but they require money. You need to develop strategies to expand economic development that are realistic and not based on speculation.

Fourth, remember the demographics. Minneapolis is demographically and generationally changing. Build your political base and plans for a future–do not seek to look backward and simply aim for holding together a coalition from the past but look to what you can do to work with our new residents and future leaders to develop the next generation of leaders to follow after you.

Fifth, it is about balancing economic development with housing, downtown with neighborhoods.  There are connections between the economic strength of Minneapolis and how well your  housing does.

Sixth, be realistic. Develop Minneapolis as the city they could be, not the one a fantasy pine for. Make decisions based on real data, realistic projections, and not on political rhetoric and hope.

Seventh, have a plan. Have a real plan for your cities. By that, talk to residents and business people. Construct a serious Comprehensive Plan with realistic zoning specifications.  Let your planning staff do its job and project what makes the most sense and what is the best use of property, land, and space. Do not let the market alone dictate what happens–using planning to guide markets.

Eighth, think regionally. Minneapolis is the largest cities in the state if not in the upper Midwest region. It is the driver of the metropolitan economy and what happens in the city has a far wider impact than simply what happens within the borders of Minneapolis. Think about building regional alliances and strategies not just with one another but also with your suburbs.  Minneapolis is not an island unto itself.

Ninth, not only is a city its people, but the public is your customer, your citizens or residents, and your partners. Successful elected officials understand that the people they serve occupy all three roles and realize that they cannot succeed unless all work together.

Finally, govern to lead and not simply to get reelected.  Ambition is good but first of all, you are trustees for the public good, with your first mandate being to serve the communities and people you represent.

I hope you take the advice in this letter to heart and I wish you well.

Sincerely,

David Schultz