University Medical Center and Bioscience Industry

Since soon after Hurricane Katrina, the DDD has played a prominent and important role in advocating for the construction of new Veterans Affairs and University medical centers. The DDD believes that the construction of these facilities is critically important to 1) improving access to leading edge medical care for Louisianians of every background, 2) ensuring training for a steady stream of health care professionals for the entire state, and 3) laying the foundation for a much-needed growth industry for New Orleans: bioscience.

Do you support building the University Medical Center on the site selected by the State of Louisiana? How would you support the efforts to create a state of the art medical and bioscience district within and adjacent to Downtown?

Good questions. First as it relates to the facility and what location, I'm less concerned about the real estate aspect to this as opposed to the jobs and health care delivery aspects of it. Whether it be -- I don't like the configuration -- I don't necessarily like the idea of redoing Charity, old Charity, or building a new building inside of it. I also don't necessarily like the design of -- sort of the sprawl of the design. I think there's got to be a better and more efficient use of space. What's more important to me isn't the real estate aspect of it. What's more important to me is that we have a Level I trauma center and university teaching hospital that we can begin to deliver care for our residents. That's where the priorities ought to be, not all of this discussion as it relates to real estate. Now, when you look at this, I'm also a believer that this facility and this capability is very critical to the economic development of the City of New Orleans. I already talked a little bit about the migration of jobs. One of the things that this medical emphasis and this whole bio-innovations -- medical innovation center is extremely important because obviously some of the companies that will be most simple to target because of the synergies associated with it are those that are in the medical and pharmaceutical industries. So we need the synergies of that. But then I also said that we need Methodist Hospital opened in New Orleans East. And I'm going to open that up. And also to partner up, I want to encourage Xavier and Dillard to create the fourth African American medical school in the country. And then use the old Lakeland Hospital for health disparity studies, research. So that's where that will go on. So, now, all of a sudden, if you look at it, we have got an LSU Tulane Medical Center that is now doing fundamental research and Level I trauma center and cutting edge stuff. While at the Xavier Dillard facility at Methodist Hospital, as we call it today, is now a teaching hospital for African Americans and then health disparities on behavior alone, on behavioral reasons on why there are disparities as it relates to African Americans or other minorities or the majority as a whole. Now you look at this. Now you have got a comprehensive medical message that you can talk to industry about, whether it be health professional, mental health facility industries, chronic care industries, pharmaceuticals in general. It's a very analogous example and model. Even more robust, though, than what Pittsburg has done. If you look at the model of Pittsburg -- I was in Pittsburg Carnegie Mellon. I watched an entire city have an economic Katrina. Now you look at the revitalization. A lot of it hinged on the medical capacity of Pittsburg. There's no reason with the assets that the City of New Orleans has that we can't even do better. We can do better than where they are. And that's what my focus will be on.

Generations of families relied on Charity Hospital for critical medical care, and they deserve the very best medical complex that government can provide. We must build a new center of excellence where the next generation can receive care. Nearly five years have passed since Katrina and we have waited long enough for progress in building a new medical complex. I support the plan for a hospital at the new site, while also favoring rehabilitation of old Charity for other uses. The health care industry is one of the key sectors that will help rebuild our economy and create good-paying jobs in New Orleans.

Throughout my career, I have been involved in many important health care policy issues that have benefited Louisiana residents and created jobs. I was an early architect of the Louisiana Health Care Authority, and crafted legislation to fund the Cancer Research Consortium of New Orleans.

I am fully supportive of a state-of-the-art medical and bioscience district within and adjacent to downtown. The three goals of (1) improved access to health care, (2) training opportunities for health care professionals, and (3) economic development of our health care industries are all entirely worthy, important goals, and I will do all in my power as Mayor to help New Orleans achieve these objectives. Within my first week as Mayor, I will sign the Public-Private Partnership and will direct members of my administration to work cooperatively with staff of the PPP and the Biosciences District to facilitate growth in this important sector of our economy

My enthusiastic commitment to those objectives does not mean that I am tied inflexibly to one solution with regard to the location of the VA and University medical centers. We are still dealing with an evolving situation, and we should remain open and responsive to constantly changing circumstances. As we write these responses, FEMA arbitration proceedings are being held in Washington, D.C. that will determine how much money is available to fund construction of the University medical center. Between now and the inauguration of a new administration, additional implementation decisions will be made affecting the site of the VA and University facilities. Upon arriving in the Mayor's Office, I will be guided by the current circumstances in deciding on the most promising strategy for realizing these two critical projects and the three goals tied to them.

Sidewalk and Infrastructure Repair

In 2006, the DDD presented a plan to do a partial rather than a full rollback of the DDD tax rate subsequent to the citywide property tax assessment, in order to provide earmarked funding to assist the City in repairing broken sidewalks Downtown. The plan was not adopted by the City. The need to fix Downtown’s sidewalks and other City owned infrastructure still exists and is made more urgent as the eyes of the world will be on New Orleans during the NCAA Men’s Final Four in 2012 and the Super Bowl in 2013.

How would you propose to work with the DDD to fix Downtown sidewalks, streets and other infrastructure prior to 2012?

I will support your plan to do a partial rather than a full rollback of the DDD tax rate subsequent to the citywide property tax assessment, in order to provide earmarked funding to assist the City in repairing broken sidewalks downtown.

I would work with DDD to explore other possible sources for infrastructure funding. Additional options should be explored in partnership with the Canal St. Development Corporation to fund long-term infrastructure improvements.

Canal Street Sidewalk Maintenance

The Downtown Development District and Canal Street Development Corporation spent $17 million in 2005 & 2006 to remake the Canal Street streetscape with new sidewalk pavers, trees, and improved lighting. The remake has been well-received by stakeholders and the general public. The streetscape needs ongoing maintenance, however – particularly brick pavers that from time to time need resetting. DPW insists it has no resources to maintain the sidewalks.

What is your plan to ensure that this $17 million investment continues to enhance quality of life and investment opportunities on New Orleans’ main street for years to come?

In my campaign I have repeatedly pointed to the need to make our city more livable by providing safe streets including sidewalks. All sidewalks throughout the city will be maintained. Again, it is a matter of priority. Failing to maintain now will lead to more expensive repairs down the road.

I will ensure a long-term maintenance strategy through a partnership with Department of Public Works, DDD, and the Canal St. Development Corporation that explores maintenance funding options.

The appearance of our downtown streets and sidewalks is critical to attracting economic activity to the City of New Orleans. The successful Canal Street improvement partnership between the DDD, the CSDC and the City of New Orleans will continue to be a central component of my administration's comprehensive economic development plan. As Mayor, I will encourage a member of the DDD to be included on the advisory board of a public-private economic development partnership. With an advisory position on the PPP board, the DDD will be able to coordinate economic development plans that ensure the sustained development of the Canal Street corridor.

Perception of Safety

A recent DDD Stakeholder Satisfaction Survey showed that Downtown property owners, workers, residents, and visitors recognize the positive changes occurring Downtown, especially the redevelopment of older buildings for residential & other uses. The research also showed that there is a perception, especially among those less familiar with Downtown, that Downtown is not as safe as crime statistics indicate. It also showed that seeing more police patrolling on foot, horseback & other accessible ways would help to address this concern.

How would you address this public safety perception issue and the need for more police visibility to protect the economic engine of New Orleans?

Dealing with the perception with respect to public safety downtown must start with the reality. I intend to use NOLASTAT to make sure that all aspects of the statistics are correct about crime. Only by verifying the crime statistics will the public come to a real appreciation as to what is taking place and what is not. In addition, by enhancing the safety of the city, the downtown area will also be seen as safer than it presently is.

We should market our downtown as "clean, safe, and beautiful" to visitors and locals alike. The more people who have a positive experience downtown, the quicker the perception will change. I will work with the State Police to increase deployment and make officers more visible. Our officers would contact business owners to nurture personal relationships and enhance community policing. As police visibility increases, negative perceptions will decrease.

Making the city safe is my top priority. My plan combines aggressive crime fighting techniques, strong leadership from the Mayor’s office and a rededication to crime prevention through community outreach and policing.

Making our neighborhoods and businesses safe starts with putting more officers on the street, ensuring they are visible in neighborhoods and creating partnerships to proactively address public safety issues

To implement community policing in every neighborhood, I will

• Partner with the U.S. Department of Justice Office of Community Oriented Policing Services (COPS) to build a first-rate community-policing program

• Make sure we have an adequate force size and a decentralized patrol system to guarantee there are enough officers assigned to neighborhood patrols and crime hot spots

• Promote participation and investment of time or resources from other government agencies, community leaders, businesses and nonprofits

• Encourage neighborhood watch groups in every neighborhood and make sure there is a regular dialogue with their NOPD officers.
  

• Work with faith-based leaders, the business community, neighborhood schools, NORD officials and others to make sure police officers build relationships in the community, especially with young people

• Incorporate community policing officers in evacuation and emergency planning training and preparation.

Mechanical Street Sweeping

In 2007, as a result of cost cutting measures imposed by the City on its Downtown & French Quarter sanitation contractor, the City stopped all mechanical street sweeping Downtown, resulting in gravel and soot accumulating in street gutters throughout Downtown. The DDD provides enhanced sidewalk cleaning throughout Downtown, but without the City providing the basic, baseline City service of street sweeping, it is difficult for the DDD’s sidewalk cleaning contractor to make Downtown New Orleans one of the cleanest among major American cities, as is the DDD’s goal.

Are you prepared to renew the City’s mechanical street sweeping Downtown?

Given the City’s fiscal crisis, all city services must be evaluated to maximize efficiency. Maintaining clean streets and debris-free drainage in the City’s downtown are critical services for businesses, visitors, and residents. My Administration will evaluate what services must be provided to maintain a clean downtown and identify budgetary means for accomplishing those services.

Historical Theatre District TIF

The Canal Street Development Strategy, completed in 2004 by the DDD & Canal Street Development Corporation and adopted by the City, has born great fruit. It led to the DDD’s successful effort in 2005 to expand the State Historic Tax Credit, the opening of eleven new stores & restaurants on Canal Street in the last year, and façade improvements on almost twenty Canal Street properties. The Canal Street historic theatre district at Basin & Rampart streets is proving to be more of a challenge. The DDD has determined that, short of an immediate, large, public cash infusion, the revitalization of the remaining theatre structures will require special financing such as a tax increment finance (TIF) district.

Are you supportive of a TIF for this purpose, in order to catalyze additional private investment surrounding the theatres?

What else do you propose to expedite the resurgence of Canal Street?

While I am generally in support of anything that reduces taxes, until I see a specific proposal for a TIF, the area that is specifically included, and make sure that it is open and vetted by the public and the Inspector General , I am not prepared to commit to a specific TIF. I will in fact work to enhance the area around the theaters.

With respect to the resurgence of Canal Street, the most important thing is to return shoppers to Canal Street. This can be done by doing several things (1) by making the city safer, (2) by enhancing the population base (3) making sure that there is more income to be spent (4) providing accessible transportation and (5) reducing the cost of parking downtown.