He is the man who told Tom Benson not to take the Saints out of New Orleans , and lost his job for his stand.
Arnie Fielkow was propelled into political prominence in the wake of Hurricane Katrina. The longtime Saints executive who lobbyed for his team before the City Council and the Legislature found himself at the center of calls to run for office, and despite the fact that he could have earned far more in professional sports management positions elsewhere, did.
Four years later, after demurring on a bid for Mayor, Fielkow decided to stand for a second term. He faces a competitive field that includes as opponents his fellow Councilpersons Jackie Clakson and Cynthia Willard-Lewis—and well known political activists like Nolan Marshall.
Still, most polling data puts Fielkow in the frontrunner’s position, just shy of earning the 25% he needs of victory in the primary. (At-Large candidates run all in the same field for the two positions. Whichever candidate gets a quarter of the vote in the primary, if any, automatically wins without a runoff, a feat that Oliver Thomas managed to do four years ago.)
Fielkow told Bayoubuzz.com that he runs to see his reforms through to their conclusion. “We now must turn a corner, psychologically putting Katrina behind us. New Orleans remains one of the world's most interesting cities. We have made some strides in our rebuilding but this is a critical time. We must expand our economic opportunities, create a positive quality of life for all citizens and protect our cultural attractions.”
“I first joined the City Council to improve the quality of life of all New Orleans citizens and I believe I accomplished much in that regard, during the last four years. Still, there are many initiatives I began in my first term which I would like to finish. I want to continue to be a partner in leading the overall improvement of our city and creating a better and stronger New Orleans .”
Fielkow sees himself uniquely qualified amongst the candidates to achieve this recovery. “My tenure in both the private sector, and recently a four-year term on the City Council, provide me with an inestimable knowledge base to apply to another term as Councilman at-Large.”
“As a former six-year, executive vice president of the NFL's New Orleans Saints, I served as the lead negotiator who finalized a key, long-term contract between the Saints and the state of Louisiana —leading ultimately to our prized team’s longevity in the city. As the top senior management official presiding over all administrative/business departments, including marketing, sales, regional development, governmental affairs, community relations, business media relations and youth programs, I was primed for an even more remarkable and critical undertaking: serving as City Councilman at-Large.”
“My tenure on the City Council has been marked by a commitment to government reform, economic development and improved opportunities for New Orleans youth in the fields of education and recreation. I’m particularly proud of the enactment of legislation expediting the creation of an Office of Inspector General for the City of New Orleans . The OIG had sat dormant for more than a decade despite being approved by the public in the mid-1990s and the office is a critical position intended to ensure that every dollar of taxpayer’s money is spent fairly and efficiently.. Also, as chairman of the City Council’s Economic Development Committee, I’ve worked to build more jobs for our citizens, focused on small business development, international trade with New Orleans and the development of a downtown medical district. I also worked diligently to form a new economic development public-private partnership, which will be dedicated to recruiting, retaining and expanding businesses in New Orleans , both large and small.”
As to where Fielkow wishes to focus in the next four years, “My top three priorities are: Promoting and improving all aspects of economic development in New Orleans; supporting youth development and recreation; and implementing good government reforms such as openness in city contracting.”
With nearly a third of the homes in New Orleans abandoned properties
or in extreme dilapidated condition, blight remains one of the city’s most endemic crisises. Critics argue that current constitutional changes in the state constitution post-New London make using eminent domain as a method to force landowners to fix their property difficult. Still, Fielkow believes it is a challenge that can be met. “We have thousands of citizens still trying to get back home. We have large numbers living in unsafe, unhealthy housing. We have people working overtime simply to keep a roof over their heads. And we have neighborhoods seriously threatened by blighted properties.”
“Housing remains one of the biggest problems in New Orleans – yet it is a situation in which many potential solutions can be found within the problem itself. If we are successful in repairing the blighted properties we will have reinstated most, if not all, of the needed housing stock.”
My priority action steps for housing are: Work with the new administration to expand the Lot Next Door program to include all adjacent properties. This will enable more people to qualify and help move more properties back into commerce while reducing blight; and work with the new administration to expand and increase the number
of rent to own programs. These are proven, effective methods for improving quality of life, and they help sustain neighborhoods, as well as address the quandary of so many unoccupied properties.”
Moreover, he added, “Make sure that all housing programs in New Orleans – public and private sector – are listed on the city Web site and in printed materials. Citizens should be able to locate all housing programs easily, and the city should make the compilation and communication of its results a priority.
“Regarding blight,no city in America has such wonderful housing stock as New Orleans – and no other city has allowed it to deteriorate so badly. Blight threatens the
health of our children, our neighborhoods and our overall quality of life. My priorities for attacking blight are three-fold: Ensure the city implements a blight-tracking
system that will allow citizens to follow the progress of a complaint from its filing to its final resolution. People in the neighborhoods are the best identifiers of blighted properties and can be a huge resource in tackling this problem. This is a classic example of how government and people can work together.”
“Enhance inspection and code enforcement. Despite an increased awareness of blight’s impact, code enforcement remains a major deficiency of city government. As a leader on the council, I will work with the new administration to ensure this area of government has more than adequate funding to significantly tackle this critical quality of life issue, and Enhance ultimate remedies for fighting blight, including sheriff sales.”
Lastly, Fielkow argued that government must “seek to revise laws and policies (both local and state) regarding the taking and if necessary, demolition, of blighted structures to be more effective.” The constitutional amendment might have to be legally revisited.
“While progress has been made in this area, the city’s ability to put properties back into commerce was set back by a state constitutional amendment approved in 2007. The City Attorney’s office must work with housing agencies inside and outside of government to increase efficiency while still ensuring fundamental property rights.”
Key to recovery is the master plan, in Fielkow’s view. Consequently, unlike several of the other Council At-Large candidates, “I am not in favor of another vote on the master plan because I believe it would be redundant. This issue was put to the citizens for a vote and it passed. However, we must all understand that the master plan is a living document and can be revised and updated thus it is always subject to the will of the people. The council will continue to have a role in that process.”
“I also believe a single, citywide GIS (Geographic Information System) database, with established protocols for sharing and updating of information — and completely accessible both within and outside government — needs to be established. The city and the Orleans Parish Assessor’s Office should find a way to unify behind this need. This is an extraordinary tool for making sure that everything from transportation routes to new developments to health clinics are placed where they are most needed and can be used by the most people. GIS will help us deal with blight, fight crime, and protect ourselves better from flooding. It will also keep the citizenry plugged in and informed on city land issues.”
One element of the master plan is to eliminate the overpass over N. Claiborne cutting the Treme and St. Roch neighborhoods in half. The Councilman noted, though, “there are so many other pressing needs” other than ending the I-10 route behind the French Quarter.
“For example, creating an effective regional flood protection system is much more important to the welfare of our city. I am not prejudging the proposal. This stretch of interstate contributed to a huge gash between two of our most historic neighborhoods and a serious division in our collective psyche. However, I believe before any decision is made on whether to tear down I-10 between the Pontchartrain Expressway and Elysian Fields Avenue , a comprehensive transportation study needs to be performed to help determine the impact of such a major decision. Also critical, the Treme neighborhood should help lead the discussion regarding the Claiborne overpass.”
As for the new LSUHospital in mid-city, Fielkow is an advocate. “The city’s jurisdiction of the LSU/VA hospital is rather limited, as it is largely in the hands of state and federal officials. That said, I fully support the potential for three brand new hospitals (this includes a new hospital in New Orleans East), which I believe will benefit the city in terms of healthcare delivery and economic development opportunities.”
“These new hospitals, in conjunction with the soon to be opening cancer center and BioinnovationCenter , is a once in a lifetime opportunity. One never wants to see people impacted by a new development, and I am empathetic to any individuals or businesses affected by the final plan, which is why those people whose properties are acquired must receivejust compensation.”
“We must be vigilant in ensuring everyone affected receives fair market values on those properties. In order to achieve these pursuits and ultimately arrive at a final plan for delivery to the council, the entire funding package must be agreed upon, i.e. the citizens of New Orleans must receive a final resolution from the current arbitration with FEMA to move forward with this critical project.”
“We as a city must move forward with this important development, with no more delay. Healthcare delivery in this city is woefully inadequate compared to its needs and we must push ahead with the creation of two new state-of-the-art facilities. I also believe the community must begin now the meaningful dialogue on the best re-adaptive use of the former Charity Hospital building and other related structures and I was extremely heartened to hear Gov. Jindal assure New Orleans residents Charity would not be demolished.”
Ultimately, Fielkow, while not wanting to delve into the details of the negotiations expressed confidence that either FEMA or the Obama Administration would, in arbitration, agreed to the nearly half a billion dollars in additional funds the state needs to make the hospital become a reality.
The Councilman noted that the entire region must work together if the city and the suburbs are ever to reach their potential. “Government can and must be a leader in our city’s revitalization and city officials must demonstrate an ability to reach across all lines of race, class and geography; to listen as well as to inspire; to make tough choices and also to be compassionate; to put together an administration of talented people who get things done; and to establish a City Hall that really works for the people – and even more important, works with the people.”
“I believe wholeheartedly in the benefits of regionalism, particularly post-Katrina and in our ever-increasing spirit of globalism, which is why I helped to initiate the first joint council meeting between Jefferson and Orleans parishes. Moving into the future, I’d like to see new leadership embrace these types of partnership building.”
As such, he continued, “I believe the top area for regionalism is in economic development and I support these specific initiatives: The public-private partnership, potentially named the New Orleans Economic Development Council, aimed at retaining and recruiting businesses large and small; Identifying core industries to promote future job growth such as distribution centers, digital media, aerospace, maritime/trade and biomedical; Focused redevelopment along the Industrial Canal in the post MR-GO era. We must continue to make the best possible use of this economic resource, even as we also work to integrate it more successfully into the industrial zones that adjoin it; and Establish value-added manufacturing and distribution center opportunities for materials coming through the Port of New Orleans . Every day a wide variety of raw materials are delivered to our doorstep, yet most of them do nothing more than pass through..”
The parishes together must lobby for “coastal restoration and flood protection needs, possibly the most important priority for this region and this is a prime area for partnerships and coalition among neighboring parishes.”
And, he observed, “transportation and recycling, alsoare good areas of partnership. A regional partnership, particularly on the issue of recycling, could greatly improve our city’s environmental impact by helping re-establish and enhance curbside recycling at a low cost to taxpayers.”
Several Mayoral and Council candidates have argued for a state law requiring a public vote before millages could be rolled forward after being rolled back. Fielkow is wary of a state law to accomplish this goal. “In my first term on the council I have always voted against many initiatives to increase taxes, as I believe government should first demonstrate fiscally responsible spending before asking taxpayers to make further sacrifices. I am open to the public having more of a say (through popular vote) of city taxes, however I would be wary about having state law dictate such a proposal. New Orleans , existing under Home Rule Charter law, should be cautious when applying state laws to taxing plans.”
Fielkow was open in his opposition to Ray Nagin's proposal to purchase the ChevronBuilding as a new city hall. “I opposed the ChevronBuilding purchase because I ultimately felt it was not a long-term suitable City Hall building from both logistical and aesthetical aspects and I believed the purchase price was too great. I also felt the idea of moving City Hall to the former Chevron property was not properly vetted among citizens.”
“Doubly, the idea of moving City Hall without a deep, forensic accounting of money available and total project cost is fiscally irresponsible. Undoubtedly, our current City Hall is in need of many pressing repairs and it is not impossible that purchasing a building such as Chevron, as an interim City Hall, is out of the realm of possibility. I will work with the next administration to find a solution that works for our citizens, our employees and also is an economic generator for downtown.”
Fielkow believes that there are ways to accelerate recovery faster than Ray Nagin has. “The answer lies in having a vision of New Orleans as a truly world-class city and as a city that offers meaningful opportunity to each and every one of its residents. Underlying this vision and every action is a simple premise: we are all in this together.”
“It takes all of us working together to realize the vision of New Orleans as the best place in the world to call home. From my perspective as councilman, a new mayor who is focused on partnership at the city government, private sector and neighborhood level is capable of helping New Orleans rise to its former heights as a world-class city which provides an unmatched quality of life.”
“Government can and must be a leader in our city’s revitalization, and our next mayor must demonstrate an ability to reach across all lines of race, class and geography; to listen as well as to inspire; to make tough choices and also to be compassionate; to put together an administration of talented people who get things done; and to establish a City Hall dedicated to working with the people. My No. 1 goal as councilman will be to work closely and proactively with the new administration and new council on important areas such as the city budget, blight, crime, and good government reforms.”
Race is an underlying issue in the At-Large race. Currently, there are two Caucasian members when in recent decades, one has been African-American. As to the question if the voters should care if the Councilman At-Large is Black or White, Fielkow responded, “I hope not. I hope we care if they are competent and caring. You know, we can learn much from the ‘Who Dat Nation’. The Saints have been, and continue to be, a tremendous unifying factor for our community. On any given Sunday afternoon, the Superdome reflects the races and cultures that make New Orleans special and represents why all of us who are privileged to live here feel this is such a great city.”
“Just like Saints fans, our community needs to find those points of commonality we all share going forward and rally together as one community to improve the quality of life for all citizens. Whether it be public education, flood protection, crime reduction or countless other areas, we all share many hopes and desires as a community. And if we can bring the unified vigor we see at Saints games to the fight for these causes, New Orleans will truly reach the untapped potential that rests within all of us.”
To the voters who would head to the polls on Feb. 6th, Fielkow added, “I want to thank everyone who has allowed me to serve. Since coming to New Orleans in 2000, I have always tried to do what is right and to stand up for our city. This was certainly true in the months immediately after Katrina. I have tried to live my life with both compassion and integrity. My wife and I made the decision to try to better this world by adopting two young girls, based in orphanages, from the Ukraine . While we had initially intended to adopt only one young daughter, there was no way we could not likewise make the decision her older sister. This decision is hopefully beneficial to our girls but is definitely a blessing to our entire family.”
Christopher Tidmore hosts the Political Roundtable from 3-4 PM weekdays on WSLA 1560 AM Slidell/New Orleans, online atwww.wslaradio.com.
