ChabadNewOrleans Blog

I recently interviewed City Council President JP Morrell, who is running for reelection for Council-at-Large, on October 11. I will preface my words with MR, and Councilman Morrell’s words with JPM. It goes without saying that this should not be seen as a political endorsement. I am simply sharing a discussion that is of interest to the readers. I would welcome the opportunity to sit down with other candidates for this race or any other. Each of you should consider the issues and vote your conscience. I thoroughly enjoyed my insightful conversation with Councilman Morrell, whom I have known for many years. He has, in my opinion, been a positive force on the council, and before that he admirably represented New Orleans in the Louisiana Senate.

JPM: Hi Rabbi, nice to see you at a time other than Chanukah.

MR: We have known each other for many years, since you were in the Louisiana Senate. You have been a regular at Chanaukah @ Riverwalk, which we appreciate. Let’s jump into the conversation. How important is it for the next council and mayor to work together?

JPM: It is tremendously important for the next mayor and council to work together. There are so many things that we need to achieve together for this city. There is no reason that we should have to be at odds with the mayor over everything from accountability to travel to the school board settlement. It should be easy for the mayor and the council to align on matters that are for the public good. Collaboration is what New Orleans needs from its mayor and city council.

MR: Do you feel that you can work with any of the leading candidates for mayor?

LPM: I have my preference, but I feel that I can make it work with any of them. For me, the key need for the next mayor is accountability. I am willing to make an effort and work with anyone, but I am not going to “govern” from a place of fear of what people think about me. So many politicians govern with an eye on the next election, either for themselves or their allies/party. We need to be able to speak up and stand for principles. One of my sources of inspiration is the Teddy Roosevelt speech called “The Man In The Arena,” and in particular this quote about credit to the man, “who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”
I live by the idea that, often, it is through conflict that we can bring about change. I lived by this in the Senate and now on the council. This is how we pushed through the amendment regarding the unanimous jury convictions. You need to try and keep trying.

MR: (Smiling) Perhaps we can replace the word conflict with resistance?

JPM: (Laughing) That’s why you are the Rabbi, the wordsmith. I am often accused of being abrasive in my approach. It is because I lack patience for dealing with things that are so obviously problematic, and yet some refuse to seek resolutions because they don’t want to upset the status quo. 
But let’s go with your version, “Resistance brings about change.” We cannot accept that things are how they are because that’s how it has always been. We have to ask the hard questions. What can we do to fix a problem, even to the extent of changing policy and law? 

MR: Do you feel you can work with the people running for the open council seats?

JPM: Absolutely. There are people running for some of those seats that have ideas differing from my own, but that is what a healthy democracy is about. I absolutely welcome opposition to my seat as well. Democracy thrives when people have the chance to vote for a different approach/candidate. Change is exciting. This is why term limits are important. We need an ongoing infusion of fresh blood and new ideas. 

MR: Talk about the conflict with the mayor during the past years and what was going on.

JPM: We have been accused of “weakening the power of the mayor.” But I am against "consolidated power.” We need to have the checks and balances. 

MR: People get excited when “their side” achieves consolidated power, but they forget that the “other side” will have it when they get into office and that is not so pleasant to consider.

JPM: Yes, exactly. I believe that consolidated power is never a good idea. Take for example the requirement we created for mayoral appointees to go through a confirmation process. Nobody should be scared to go through a confirmation process if they are qualified. Take a look at the candidates that went through that process; and how the level of competence is way up at NOPD Chief and the head of Code Enforcement. 

MR: What if there is a concern that due to acrimony between the mayor and the council, city business will be held up?

JPM: In a democracy the public will act accordingly, and vote the people that they think are acting harmfully out of office.

MR: Speaking of NOPD, why do we have so many law enforcement agencies in this town? Isn’t that inefficient and wasteful? Why not consolidate them under one administration? 

JPM: Aside from the inefficiency there is also another component to the problem, lack of communication. When I was in the senate, we created the Law Enforcement Management District that forces the agencies to communicate with each other and share information that is critical to law enforcement. Ultimately NOPD is the center of the focus, as they are responsible for addressing crime and lawlessness. This issue comes down to money and willingness to cooperate. An attempt to combine the largest two agencies, NOPD and Sheriff, would require constitutional change at the state level. There would also be a lot of resistance to an elected chief. But in other parishes, the deputies get training in law enforcement and people skills by first working at the jail and only then moving to patrol. Years ago, one of the smaller agencies took over traffic enforcement in a small area of town, but it ended because the city administration refused to share revenue from the tickets that were issued by the officers of that agency. 

An example of how difficult it is to achieve the type of change needed to overhaul a system is the question of why New Orleans has a Sewerage and Water Board that is separate from the Department of Public Works. Just to address the billing problem at SWB took a very long time. We had to work very hard and for a long time with the state to change very old processes and allow a third party to oversee the billing issue. How can SWB request a rate increase and expect the public to vote for it when the bills are so ridiculously high? 

Another problem with governance is that most politicians are not willing to consider anything that might bring on some “resistance” (to use your word), and as a result would rather do nothing than do something that will bring short-term pain or discomfort, even if, in the long run, it will fix an issue. 

MR: What will it take to be a good mayor?

JPM: To be the mayor one has to be prepared to sacrifice and be devoted to the job 24/7/365. It is a tough job. Once has to really sacrifice for the city. I can state clearly that I don’t want to be mayor. I want my children to have a father. It is for someone without young children. When my term is over I will walk away happily knowing that I have done what I could for the city, but I go back to my family. The mayor needs to be dedicated to the job of being mayor of New Orleans and not sacrifice the city’s success for personal ambition. I am excited for the prospect of working with a new first term mayor and a new council.

We need to ask every candidate, “what is your vision for the city?” “What have you accomplished in the past that points us to a reason to believe that you will be successful?” We as citizens and we as council members need to be willing to push the envelope even with a popular mayor to ensure that he or she provides ongoing leadership and vision for the city. 

MR: What is your priority list for the new term?

JPM: We need to restructure the departments in the city, especially Safety and Permits and Public Works. We need to increase accountability to the public. We need to have transparency in spending. The upcoming budget (bond) increase request on the ballet will include a line item breakdown on spending. This allows for more oversight by the city council. We need to generate an urgency to solve problems. I heard a department head respond to a challenge on a particular issue by saying that “he has the same problem and is still waiting for it to be resolved.” Why is that acceptable? Why do we not strive for excellence?

MR: What will bring about success in the future and what can we build on from past successes?

JPM: Crime has been reduced significantly. This is not just due to better policing, although that has improved in a big way. It is also due to allocation of resources to education and other preventive measures. We invested in children thriving, in mental health and other programs that give a child a sense that they can be successful without resorting to jiggling a car door handle. We have created the City Council Recreation and Culture Fund that has provided funding for programs that engage children in wonderful ways. With smart spending we have addressed crime before crime becomes an issue. Better and smarter policing policies have increased NOPD credibility in the community. 

MR: In discussion with a candidate for another office, he mentioned that the state legislature passed a bill that allowed for strategic employment of resources that freed up NOPD manpower by having civilians fill some of the administrative roles.

JPM: Yes, this was part of the bill that I referenced earlier with regards to the Law Enforcement Management District. Another example is On Sight Services (OSS), freeing up NOPD officers from having to deal with most traffic accidents.
In general, having people in city government that have strong relationships at the state level is extremely valuable. Knowing how the legislature works and being able to navigate those relationships is crucial to getting things done for the city. Having a state legislature background allowed me and others to be ambassadors for the city to the state government.

MR: Thank you very much for your time and this interesting conversation. I want to also thank you for being a true friend to the Jewish community and being there for us during these trying times.

JPM: I have always said that this increase in antisemitism is completely unacceptable and must be called out. I lament that the younger generation in the African American community does not know or recognize the support that the Jewish people have given black people throughout the struggle for Civil Rights.
Shabbat Shalom
Rabbi Mendel Rivkin

I had the opportunity to participate in a screening of October 8 – a documentary about the rise of antisemitism in the USA following October 7. I thank the Jewish Federation of Greater New Orleans for enabling members of the community to watch this important film.

For me there were two practical takeaways from the film and the issues raised therein.

Firstly, at a time when the narrative continues to be hijacked by deliberate falsifications, it is critical that we insist on telling the truth. The film speaks of insidious planning by terrorists to use palatable language that will help capture the hearts of the western world in support of their cause. The film speaks of the abandonment of Jews by so many of the popular causes for which Jews stood historically. (I must say that it also highlights the good people who have stood by our side despite the widespread attempt to turn the narrative on its head, and the abuses they suffer for standing with us.)

We must seize control of our story and tell it unabashedly.

The second takeaway for me is the integral need for us to infuse our people, especially our youth, with experiences of Jewish pride. We must create an environment where the heart of a Jew soars when they hear the phrase Am Yisrael Chai. This is accomplished primarily by advancing the value of Jewish peoplehood, that we are really one Mishpacha! This is fed by having Jews do Jewish. When Jews, especially young Jews, come together to celebrate Shabbat, or to learn some Torah, or to lay Tefillin and light Shabbat candles, this is an infusion of Neshama energy that empowers a Jew to feel proud and strong about their Jewish identity.

On a practical note, in 2025, hearing the firsthand stories of freed hostages and October 7 survivors, is akin to hearing a Holocaust survivor tell their story (at least on a micro-level). Our New Orleans Jewish community is privileged to be hosting one such storyteller. Omer Shemtov spent 505 in Hamas captivity in Gaza. His survival story is both chilling and inspiring. He oozes Am Yisrael Chai. He will be sharing his story with us.

The event takes place on Monday, September 8. That room must be full to capacity. We need to hear his story and invite others to do so. In the “world gone crazy” in which we operate, the venue is being shared only upon registration due to security concerns. That itself should tell you how important this event is.

If you have not already registered, please do so at www.chabadneworleans.com/hostage. Share this with a friend as well.

This is our story. Let’s control the narrative. Am Yisrael Chai!

Shabbat Shalom
Rabbi Mendel Rivkin

I recently interviewed Holly Friedman – Candidate for City Council District A on October 11. I will preface my questions with MR, and Holly’s replies with HF. It goes without saying that this should not be seen as a political endorsement. I am simply sharing a discussion that is of interest to the readers. I would welcome the opportunity to sit down with other candidates for this race or any other. Each of you should consider the issues and vote your conscience. I truly enjoyed my conversation with Holly Friedman. Even though we hadn’t met in person, I felt like it was a conversation with someone I have known for a long time. We share a yearslong residency in district A, and a strong desire for a better New Orleans. She offers a unique combination of years of experience in public service along with a plethora of fresh ideas oriented towards a bright future.

MR: Tell us about yourself and why you are getting into this race?

HF: I have lived in District A for 30 years. My husband and I raised our daughters, 21 and 20, in this area. I have always been involved in community life. When my girls were in school, I was PA president. I have 14 years of public service, ten years in criminal justice, and four years as Director of Constituent Services under Councilman Joe Giarrusso in Council District A.

I worked in the DA’s office at the end of Harry Connick’s time. I stepped back from public life when my girls were younger. I returned as a minute clerk for Judge Keva Landrum. Watching trials allowed me to see the criminal justice system from both sides.

Joe Giarrusso and I were friends for years. He asked me to join his team when he was elected. Joe is a great mentor and hard worker, setting an example for his team on what it means to be helping people. He believes that government should make people’s lives easier. His ethic set a high bar for work in government, elevating people around him. Working in his office taught me about listening to residents and writing policy based on the needs of the citizens.

I now work in the DA’s office on stemming violent crime in NOLA. We receive the cases and analyze the data, giving our ADAs a chance to win cases. We developed a mindset change on partnering with NOPD to assist rather than serve as an obstacle to their investigative efforts. Two particular programs that I am involved with are:

OSINT – Takes data like phone logs and social media to help analyze. Working with NOPD on this has allowed a strong partnership to evolve.
NODICE – We use data – creating heat maps of crime. By talking to community to get input we give a voice to those that felt that their voices weren’t heard. We partnered with law enforcement to address the issue.

Some of the areas we look at are:
Criminal Blight – especially in the Carrollton, Hollygrove, and Leonidas areas. We look at abandoned homes whose owners often live out of state with no accountability. They have become a haven for crime. The residents of those neighborhoods are loving this effort. It is community driven. We go to them and say, “Tell us what will make life better for you? How can we improve your lives? The goal is to clean up the properties and put them to good use. This is not about homeowners who act in good faith, but rather bad owners, bad landlords, etc.

MR: In addition to what you have mentioned, what other areas would you like to tackle as a member of the council?
HF: I want to get NOLA to become a transparent and smart city. It shouldn’t take years to fix a small problem. Government services should operate like a commercial endeavor. The “wall of secrecy” between residents and city departments needs to end. We cannot keep proclaiming, “Tradition” – that’s the way we do things here. We need to stop thinking in that vein. We must expect better quality of life, set a higher bar, and aim for a transparent and smart city. We deserve better. We can get it. Working for Judge Landrum allowed me to see the full spectrum of the justice system. This will help me advise council where to best invest our dollars in criminal justice reform.

MR: How important is it for the new council and the new mayor to cooperate with each other?

HF: It is so important for mayor and council to be cooperative. Similar to what is happening between the DA and NOPD, the end goal should be to help citizens, to thrive as a community, and foster real economic growth. To improve the quality of life, public safety, and economic growth, the council working in collaboration with the mayor is essential. We must aim to help small business owners, and we must streamline safety and permits.

MR: What is your relationship with other members of the council and the candidates for mayor and council?

HF: I have good working relationships with current members of council. I know the incumbents as well as many of the other candidates. I think it is important to be professional and to be good with everyone. Be kind, be professional. I made a point to get to know everyone in my race and the other races for council. I have good connections with many of the mayoral candidates. I am willing to work with whomever is mayor.

MR: You have mentioned Transparent and Smart several times as your goals for the city. What do these terms mean to you. 

HF: Transparency equals accountability. This is true with public works, SWB, safety and permits, and any other city service. When it comes to calling 311 or to a permit application, I want to create a dashboard where everything is visible to the citizens. Where timeframes for solutions are available to the public. This will also help the city track the mechanism for solutions, and alleviate the need to communicate, because it’s all public record. This streamlines the system. It will also enable us to use data to fix the areas that most need it.

Smart – Use data to address problems, analyze to work smarter not harder. I have studied other cities; implementing this system is not costly. In fact, in the long run, we save money by streamlining. Seatle has done this and increased quality of life by 40% in four months. We should study other successes and failures to know what will work. NODICE came from Baltimore. Take the good that we observe in other places and run with them, and tailor them to our city.

MR: What would be the particular issues you want to tackle most and first?

HF: My first 100 days plan would include tackling street projects. I will walk the neighborhoods. When I worked for Councilman Giarrusso, I created early morning meetings between the residents and construction workers to increase communication about the projects. I would look to revitalize that. It would include working on transparency. In fact, I have a policy paper on that. Also, public safety and economic development.

MR: What is the relationship between education and public safety?

HF: We need education for all our children. We need to address mental health and nutrition, so that children can thrive in a safe happy place,

MR: What about early childhood?
HF: I definitely believe that the sooner we start learning good life skills the better off we are. We need to support children and families so that they have tools to be good adults. When I worked for Judge Landrum, we saw defendants who were only 20 years old, who already thought their lives were over, with jail the only hope of survival. We need to give children hope and reasons to believe that they can have a good life.

MR: What can city council do about this?
HF: We must support school board with the funding that we committed to them. Simply pay our bills to the kids. Additionally, we should explore programs that we can fund to support schools, such as mental health, lunches, recreational activities, and teaching trades, recognizing that not everyone thrives in a four-year college program. We need to take a look at everything.

MR: What is the relationship between faith-based community and government?
HF: Faith-based institutions can tell us what is going on in the community. They are a safe space that can provide a stronger voice to their members. NOLA is great because faith-based groups work together. The community is stronger, and we are better off. My family are members of Sinai and Touro. I love the collaboration between the congregations. I was involved in Federation, bringing many diverse organizations together. I’m from Houma and my husband is from DC. We both have brought extended family members to live in New Orleans. I would love my children to come back after college, but for that we need an economic base for jobs.

MR: What can we do to make NOLA more attractive?

HF: Fixing quality of life, introducing some of the new programs we discussed, addressing violent crime, being more business friendly. Our economic climate is putting business out of business before they even start. We have to address the housing crisis, working with state legislation on insurance. Property taxes are pricing people out. We need to work on this at the local level.

MR: Funding for security – Jewish faith-based institutions have been significantly burdened with security costs over the last 7 years. I know that budgets for these things are at the federal and state levels, however, a candidate for a different office that I spoke to mentioned that there might be a creative solution by allowing reserve Sheriff deputies to allot their required service time to provide security at vulnerable houses of worship and faith-based agencies. What do you think of that idea?

HF: My husband was president of the JCC so I am well aware of this issue. This idea might see some light if the type of partnering with law enforcement agencies that I mentioned took place. When you sit around a table and communicate with other agencies, these solutions can actually be discussed and implemented.

MR: Thank you for your time. Any final message for our readers?

HF: Stay involved! Vote! Hope! Your voice matters.