Building Civic Capacity Through an Elastic Local State: The Case of St. Louis

David Laslo and Dennis R. Judd

Review of Policy Research, 2006, vol. 23, issue 6, 1235-1255

Abstract: Since World War II the civic leadership of St. Louis has overcome the extreme fragmentation of public authority by building civic capacity through a variety of strategies and means. Three successive strategies for building civic capacity have unfolded in St. Louis to facilitate the revitalization of the downtown and other large‐scale initiatives. Between 1950 and 1965 a regime strategy was employed in which city hall and the city's corporate elites shared a common vision for urban renewal and the significant national resources that were provided to meet that end. By the mid‐1960s, however, a second strategy for downtown revitalization emerged that featured a corporate‐centered politics during which time the successful assembly of civic capacity hinged largely on the ability of the mayor to present and provide projects in which corporate elites and their companies would be willing investors. Since the early 1990s, building the civic capacity to undertake large initiatives has been made possible through the creation of a constellation of quasi‐public corporations and special districts. This third strategy of “shadow governments” are the most recent means of achieving civic capacity in St. Louis and we argue in this article that these new institutions are transforming the local state because they are capable of forging political coalitions, mobilizing resources, and making decisions that transcend general‐purpose governmental jurisdictions. For cities and for urban regions, the importance of this development is far‐reaching.

Date: 2006
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