Jerry Abramson, a 2003 Governing Public Official of the Year, served for 13 years as mayor of the "old" Louisville. In 2002, after voters decided to merge the city with Jefferson County, Abramson returned to public life to preside over the new entity as the mayor of metropolitan government. Governing staff writer Alan Greenblatt recently spoke with Abramson.

We're talking with veteran mayors like yourself and other leaders about what's changed in government over the last 20 years.

Abramson

In my case, it's the merger. It's the difference in not spending my time arguing with the county executive over jurisdiction or who should pay for a project. That's all gone. If I argue, it's with myself. That's the biggest change for me.

Louisville is obviously a special case. Are their things about the job in mayor in general that you think have changed?

Obviously, technology. In terms of computers and software. That is obvious.

The other things that have changed have been the roller coaster ride of Reagan-era devolution with more responsibility and funding for states and cities. Under Clinton, we had Hope VI and the COPs program and more teachers. A community-oriented approach. President Bush takes a different approach. We realize we're on our own — just stop hurting with us.

Although we don't think we should be on our own. All we're asking for is a partnership. We're not asking for any giveaways. We're doing our part.

Another area of significant change has been public-private partnerships, where you reach into the private sector and you're able to leverage public dollars for the good of the entire community.

Economic development has become far more important today than it was in January of 1986. The focus of competition for knowledge-based jobs, competition for the few remaining manufacturing jobs, competition for the life science and biotech companies. I spend a lot more time during a month focusing on job creation, job retention, than I ever did in the middle 80s

Another thing that has become very important is decaying infrastructure. Sewers and waters and roads and bridges are now becoming major, major problems that cities have to deal with. Those were not on the front burner when I was first elected. Those are big numbers in terms of cost.

You've had a lot of success, like a lot of cities, in bringing in big developments and new projects to your downtown.

In the 80s, we spent our time trying to keep retail downtown. We lost that battle and now housing is growing up faster than we can support the efforts. We now have to implement $350 million in entertainment projects, a $450 million museum plaza, plus new lofts and a Hope VI grant in downtown with 700 units of mixed-income housing

There's an enormous amount of things going on.

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