The chapter follows Robert Moses’s remarkable rise within New York’s state park system, charting how his early idealism gradually gave way to a more pragmatic and autocratic style of leadership. At first, Moses was fueled by a genuine passion for expanding parks and creating recreational spaces. However, as he gained more authority, his natural arrogance and impatience—traits shaped in part by his strong-willed mother—became more pronounced. Once he became president of the Long Island State Park Commission, Moses began to brush aside colleagues, legislators, and the public, showing little tolerance for disagreement or alternative ideas. This change was especially clear in his dealings with older commissioners who valued conservation and restraint, sparking both philosophical and personal clashes.
Moses’s climb to power was made possible through strategic partnerships with established park figures like Judge Ellis J. Staley and Judge Alphonse Trumpbore Clearwater. In the beginning, he leaned on their reputations and support to secure funding and push his ambitious projects forward, promising them continued influence. But after consolidating his position as chairman of the State Parks Council, Moses quickly marginalized these allies, taking control of decisions and rejecting their budget requests. The veteran commissioners, who cared deeply about preservation and local access, soon found themselves sidelined as Moses focused on large-scale projects that often overlooked the needs of the poor. His quest for power became an end in itself, most notably in his treatment of Judge Clearwater, who, despite his loyalty, was ultimately pushed aside.
The chapter also explores the contributions of Ansley Wilcox, a reformer and park commissioner who played a key role in establishing Niagara State Park. Wilcox was deeply committed to protecting the Niagara gorge from industrial development, working tirelessly to secure land and funding. Even as his health declined, he remained dedicated to improving the park and extending its parkway, collaborating with local leaders and drawing on personal connections. Despite their shared interest in park development, Wilcox and the Niagara Commission soon found themselves at odds with Moses, who favored centralized control over local oversight. This disagreement led to mounting tensions over who should manage the parks and how funds should be allocated.
One particularly heated episode arose when the Governor hinted at possible misconduct by the Niagara commissioners in their dealings with a power company. Moses responded by launching an investigation, carefully excluding the commissioners’ prepared defenses and filling the committee with his own supporters. During the hearing, the commissioners—especially Wilcox—pressed for specifics about the accusations but received few answers. Although the committee eventually cleared them of wrongdoing, Moses withheld this outcome, sharing only technical recommendations and leaving Wilcox feeling both frustrated and unwell.
Moses’s tactics went beyond bureaucratic maneuvering. He accused Wilcox of impropriety and selectively released correspondence to shape public opinion. Determined to erase the legacy of the previous commissioners, he replaced their commemorations with his own and spread misleading stories about their effectiveness. Despite the commissioners’ dignified resistance, Moses’s grip on power only tightened.
In the end, Moses’s dominance was secured through his close alliance with Governor Al Smith. Their relationship, built on mutual respect and genuine friendship, gave Moses the political backing he needed to silence critics and centralize control. With Smith’s unwavering support, Moses transformed New York’s parks into powerful tools for political influence and personal legacy.