Q&A: Democrat David Nicholson |

LOUISVILLE, Ky. (WDRB) -- David Nicholson is a Democrat running for Louisville mayor. His website is electnicholson.com.

Q: Why are you running for mayor?

I was born and raised in Louisville. I chose to raise my children here. I am running for mayor because this community that I love is in the grip of a violent crime crisis and I sincerely believe I can make a real difference. I have many years of experience solving difficult public safety problems, at the local, state and national level. Public safety affects every aspect of our community, from quality of life, to economic development, to neighborhood stability. And in this race for mayor, experience really does matter.

Q: What separates you from the other candidates in your primary, and in the race overall?

Experience.

No other candidate in this election for mayor brings the kind of experience our community needs right now, especially in the area of public safety. My experience is wide and deep. I was honored to work with some of the best leaders Louisville has ever produced, including: County Judge Executive Dave Armstrong, County Judge Executive Rebecca Jackson and Louisville Metro Mayor Jerry Abramson.

After starting my career in law enforcement, Dave Armstrong recruited me to the staff at the Jefferson County Criminal Justice Commission, where he later named me executive director.

While at the Criminal Justice Commission, my staff and I supervised the planning and coordination of public safety initiatives, including an unprecedented multi-million dollar grant from the Department of Homeland Security that was designed to help prepare Louisville for potential homeland security threats. We also helped to establish the very first Domestic Violence Center, which I later worked to consolidate and expand. And also while at the Criminal Justice Commission, I led Jefferson County’s legislative agenda in Frankfort, passing many bills related to public safety.

In 2006, I was elected Jefferson County’s Circuit Court Clerk. My office was instrumental in introducing technology to the courts. We designed and implemented the nation’s first electronic system for emergency protection orders, “e-EPOs." I currently manage a staff of approximately 300 employees, which is the largest circuit clerk’s office in the state.

I currently serve on Board of Directors of Kosair Charities and represent Kentucky on the National Association of Counties Board of Directors.

My past community service includes the Center for Women and Families Board of Directors, President of the Kentucky Association of Counties (KACo), and President of the Our Lady of Lourdes Catholic Church Parish Council.

Q: Louisville has experienced record homicides in recent years and an increase in shootings overall. What are your priorities for improving public safety?

* Civilian Police Commissioner – One of my first actions as mayor will be the appointment of a Civilian Police Commissioner. This appointment is necessary to ensure that the police department is working daily to build trust and transparency between officers and the community.

While the Chief of Police will manage the day-to-day operations of the department, the Police Commissioner will be a civilian set of eyes that will oversee all policy directives of the police department and ensure they are properly administered; be empowered to question and change outdated and dangerous institutional practices; lead our police department into the 21st Century with state-of-the-art technology initiatives; create a program of annual continuing education for all officers; and work to get our police department nationally accredited.

* Neighborhood Based Policing - We will implement Neighborhood Based Policing, which is a concept of community policing at the neighborhood level. This type of policing encourages officers to get to know the needs of residents, business owners and school professionals and become familiar with parks and other community spaces. By working together, police and neighborhood/business leaders can better identify and address crime problems at the neighborhood level. Over time, police and neighborhood partnerships have the potential to become a powerful crime prevention tools.

* Police Department Reforms – I support current reform efforts, such as the new Civilian Review Board and will continue to improve transparency and training within LMPD. My goal is to create the most professional police department in the nation.

* Restore Specialized Investigative Units – Smarter Policing. We will restore the Police Department’s investigative units, including the Gang Unit, Metro Narcotics and investigative units responsible for providing enhanced intelligence gathering towards domestic violence, rape and sexual assault, elder abuse, crimes against children and human trafficking. These units have been gutted over the last several years leading to increased gang activity, drug trafficking, domestic violence and violent crime.

Q: What is your top priority for the Louisville Metro Police Department? Would you retain Erika Shields as chief?

My top priority for LMPD is to get national accreditation and create the most professional police department in the nation. We need consistent police policies and practices across the department and the community. This is critical to our efforts to build trust between the Police Department and residents.

Chief Shields has had a difficult job, considering the 25% reduction in authorized strength. Some crime statistics are down, and that is very promising. With that said, I believe our community deserves an open, inclusive process for the selection of the next police chief. Within 30 days of the November election, I will appoint a committee, reflective of our community, that will lead the search for a police chief who shares our bold vision for change and reform, and I will encourage Chief Shields to apply.

Q: After several deaths in recent months, how do you plan to ensure the safety and health of people incarcerated at Metro Corrections?

I will appoint a Citizens Commission on Corrections Accountability, much like the one established in 2003 in the Louisville Metro Police Department. This commission will be reflective of our community, and will be charged with the review of any investigation related to any inmate death or serious injury that occurs while under the custodial care of Metro Corrections. This commission will review these investigations for adequacy and quality, and recommend changes related to inmate health treatment (including addiction and metal health), inmate living conditions and other quality of care issues, including staffing and operations. We obviously need transparency in the Louisville Metro Department of Corrections and this commission will get us closer to that goal.

More importantly, we must work together to restore trust between local government and our community, and this commission will help to build that trust and create transparency.

Q: The pandemic brought increased awareness of mental health and addiction concerns. What should Metro government’s role be in addressing these issues? How would your administration approach these challenges?

First, I pledge my support to the non-profits that are working to address mental health issues, including substance abuse. These groups are critical to our community’s efforts to address these serious issues.

Right now, Louisville is one of 13 cities participating in a pilot crisis response program that aims to reduce the role of police officers responding to 911 calls involving mental health, homelessness or substance abuse. I am hopeful that this program proves successful and that we can expand it. It is certainly a step in the right direction.

Q: How do you plan to support the recovery of downtown Louisville for businesses, residents and visitors?

Downtown has been hit especially hard by the pandemic, and any successful recovery for downtown will require thoughtful and meaningful collaboration between residents, businesses and government planners.

Here are some thoughts for planning.

One-way streets are great for rush-hour movement of traffic, but they are terrible for business and retail opportunities. I’d like to see a practical review of the downtown road grid to determine if it makes sense to change some of these streets to two-way traffic.

We need more festivals and special events, which are drivers of people to downtown, and create an awareness of downtown as an entertainment activity space and a great place to live.

We need to attract the emerging workforce of individuals who work from home and want to live in a city located a day’s drive from two-thirds of the U.S. population. These individuals are looking for vibrant downtown housing and entertainment.

Downtown high-rise vacancy rates are alarming, and we should work with managers and owners to create workable mixed-use opportunities for those buildings that include housing, office and retail spaces. I am really excited to begin the conversation regarding this type of redevelopment.

Q: How would your administration approach economic development and business growth? What specific changes, programs or initiatives would you support to make Louisville retain businesses, add jobs and be more competitive regionally?

Economic development will be a very high priority, in sync with public safety – because without public safety, it is almost impossible to create the brand necessary to maintain and attract business. With that said, Louisville must develop a strategic, long-term vision for the creation of a high-growth economy – recognizing that equity, a skill-ready workforce, business retention and business attraction are all central to Louisville’s growth.

As mayor, I will build an assertive economic development team that will partner with all stakeholders and agencies to develop a long-term economic plan for Louisville. These partnerships are critical to any city’s economic development success. I will use my skills as a collaborator to create a synergy that will produce robust economic development energy, with a goal to attract new businesses and create, nurture and maintain small businesses. My sales team will focus solely on hitting the road nationally to recruit business and quality jobs to our city. We will sell the city like it has never been sold before. I do not plan to wait for opportunities, but to have our teams out every week across the city, state and country to find and win new growth that will benefit Louisville.

Q: Public incentives such as tax increment financing have been used in recent years to support development projects across Louisville. What role do you believe public incentives play? Are there incentives you would seek to limit or curb? Please explain.

The market usually drives public incentives, including the need for tax increment financing, but TIFs can be very useful tool to drive economic development, especially in depressed or underserved areas. However, a TIF strategy must include neighborhood engagement on front end, not after the fact, and transparency and monitoring must be constructed in such a way that creates confidence. Also, in underserved areas there is a real risk of gentrification, which creates the potential to price residents out of their homes – both homeowners and renters, so again these need to be addressed on the front end, not as an afterthought. A TIF, especially in an area that incorporates a residential community, must be very well thought out and include neighborhood and business leaders in the planning and execution.

I do think there is a place for other public incentives, especially in projects that produce huge benefit to the general public. I would consider them on a case-by- case basis.

Q: How would your administration work to address homelessness in Louisville?

Every single day, hundreds of our neighbors sleep unsheltered. This is not only inhumane, but also very dangerous. The issues of homelessness are difficult, due to the complexities of each person’s situation, including mental instability and substance abuse, and sometimes both.

Good work is being done by many agencies and non-profits, and we need to continue to support them, but living next to a highway ramp is not an acceptable solution. We must get individuals off the street and into shelter and housing. I will be eagerly watching the Hope Village and its success – I am pulling for them. And if successful, I would like to see this concept expanded.

Q: There is a shortage of available and affordable housing for lower income households and an overall ‘affordability gap’ for residents. How would you address these longstanding housing issues?

The $89 million dollars in ARP funding proposed by Mayor Fischer and approved by the Metro Council is long overdue and is a good start in addressing our emergency affordable housing shortage.

But in the long run, we must do better. We must work to develop a 20-year strategic plan for the growth and sustainability of the Affordable Housing Trust Fund, which I am committed to supporting. And that plan will require collaboration from state and local government, nonprofits, the private sector, as well as neighborhood and business leaders.

And while we certainly must preserve, rehab and retrofit existing housing and buildings for use as affordable housing, we also must look at incentives that will spur interest from builders and investors. We also should consider direct rent subsidies in already existing apartment communities throughout Louisville. We will audit our zoning laws to see where we can make adjustments that allow for more infill development and accessory housing structures.

Q: What steps do you believe your administration could take to help improve academic outcomes for young people in Louisville?

I will be engaged with members of the JCPS elected board and the JCPS superintendent to foster a collaborative partnership on issues facing JCPS students.

I am committed to doing everything I can to encourage a quality, fair and inclusive education system for all Jefferson County students, which provides them the tools necessary for future success.

I believe Superintendent Marty Polio is moving JCPS in the right direction and he has my support – he deserves time to turn things around.