Nutter looks back on seven years of accomplishment

Michael Nutter is not given to sentimentality.

Ask Philadelphia's mayor to dwell a bit on his waning time in office, and there is no wistful Barbara Walters moment. Just a steely "We have work to do."

"I'm quite aware of the calender," he says, brushing aside any hope of reflection, "but we serve until the last day."

The last day is still a ways off, a year to be exact, but the distance is deceptive. His influence, real or perceived, is dissipating rapidly as others anticipate his replacement from among a gathering field of mayoral candidates. Come May 19, when a Democratic nominee is finally selected, Nutter will have little but a title.

Asked to sit for an hour last week to discuss his seven years thus far as Philadelphia's chief executive, Nutter proved a dogged advocate for his administration, arguing that despite setbacks, it has steadily made significant strides for the city.

"If you look at a list of measurements of this city government, you will see that, in virtually every category, we are up where you want to be going up and we are going down where you want to be going down," he said.

Up, for instance, are population, employment, and bond ratings. Down are murder, total violent crime, and wage taxes.

Sensitive to his place in history, Nutter, 57, stacked his record against those of his three most recent predecessors - W. Wilson Goode, Edward G. Rendell, and John F. Street - and showed that his administration has fared best in all six categories mentioned above.

And then there is his universally recognized focus on integrity in government and ending the pay-to-play culture in City Hall.

"The development community and business people know this is a government that operates with integrity and transparency," he said. "That you don't have to know anyone to get business done. You don't have to make contributions to political campaigns to move something forward."

So why this ennui as his administration winds down? A sense of disappointment in some quarters pointedly captured in a recent Philadelphia Magazine headline: "What's Your Problem With Michael Nutter, Philadelphia?"

"When folks talk about leadership, I've come to the conclusion that what some are talking about is drama. They like drama," Nutter said. "I know I'm not the most exciting person in the universe. I know I'm not the most interesting. We are not dramatic. But we are tremendously productive."

He spoke without rancor. Rather, he was quietly offering what he saw as a fact. He traced his troubles, if that is the right word, to his 2007 mayoral run and his unexpected trouncing of a field of Democratic insiders and heavyweights.

Long a darling of Philadelphia's progressive community, Nutter found himself not just a winner, but the vessel for years of pent-up aspirations. There is a hint of derision in his voice when he speaks of what, in retrospect, was expected of him.

"All of a sudden the heavens are going to open and poverty is going to be solved, the schools are going to be great, there will be no crime in the street, people are going to be nice to one another, all because one person has been elected.

"Hey, I ran for mayor, not monarch."

He is quick to point out what happened next: "We had the worst recession since the Great Depression. So we had to cut people's services and raise their taxes at the same time."

He gave a halfhearted laugh.

"That is a great way to p- people off."

For a moment, he drifted back to his detractors. "We are just kind of disappointed," he said, his tone that of a disapproving parent.

"I don't know what you are expecting," he continued, his voice rising, "because I told you what I was going to do. And I've done it. And more."

With that he reminded his listener of some of the goals he listed in his 2007 inaugural address - significantly reduce the number of murders, increase the high school graduation rate, and increase the number of Philadelphians with college degrees. Done. Done. Done.

"I came here to be productive, to get results, not to promote myself," he said. "That has been our approach from Day One. Get s- done. That is what we talk about morning, noon, and night. Get s- done."

Which brings to mind something that did not get done, the proposed sale of the Philadelphia Gas Works.

Just as earlier in the interview, Nutter showed a lack of sentimentality, he had little inclination to second-guess the handling of the sale proposal, which was rebuffed, without a hearing, by City Council President Darrell L. Clarke.

"Hindsight is always 20/20," Nutter said. "You try to make the best decisions that you can based on the information you have. It was always about trying to be cooperative, always being respectful and trying to show deference to Council's process."

He passed, too, on assessing those lining up to replace him, saying only: "I look forward to hearing about and reading these candidates' plans and goals for our great city."

So what's next come January 2016?

"I have no idea. At some point, of course, I will have to start thinking about that a little more seriously. My thought has always been that if you do what you're doing now right, things will kind of appear. And that really is the approach I've been taking."

As is his wont, he continued to play with the notion of life after City Hall.

"I'm too young to retire or not work. I have been in public service for 22 years. I have no money. I'm not rich enough to sit home and do nothing."

An incongruous image flashes to mind: Michael Nutter, unshaven, parked on a couch in PJs, channel-surfing.

"That is not really an option, because Lisa would go crazy if I was sitting 'round the house all day long."

The reference to his wife, like much of his humor, was Sahara-dry.

"Yeah, so she is also an inspiration for me to find something to do with myself."

In the meantime, there is work to do.

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