Nati Water Working for Cincinnatians

Global Change Water Works LLC

2007-03-17T06:02:00.000-04:00

We will create a public private partnership with the government(s) of the county of Hamilton County. Under our plan Hamilton county will have a new water contract starting in 2018 for 50 years. During that 50 years they will pay a percentage of general fund revenue to match the monies put forth by our private company that owns the water works. This company will be called Global Change Water Works L.L.C..

This company will create a public private partnership that will supply water to 500 million people around the world from the purchase. The plan is that 100 million accounts will be based on a new business model and 400 million will be very low income households around the world. These monies will be used to -

support the 100 March Uptown Peace in the Hood, Jobs in the Hood Initiative that would create a national housing program to build a modular homes with a demonstration project in Hamilton county and create a construction workforce that can take jobs anywhere in the world but be based in Hamilton county;
create a family of funds to rebuild the urban core of Hamilton through an alliance of Empowerment Zones from a headquarters in Cincinnati, Ohio based on a plan submitted by Lloyd Daniels Development Group (LDG) to the Cincinnati Empowerment Zone. This happened in 2002 when Hershel and Wanda Daniels owned LDG. Before it stopped operations it has seeded its rights for an investment of $40M in rights to purchase a patent granted to Hershel Daniels, Junior to a new enterprise to be called Cincinnati Change Company for Change, LLC. which will be 80% owned by Hershel and Wanda Daniels along with 20% by this company that will support the creation of 1,000 new companys in Hamilton County;
address the digital divide in Hamilton county by putting a fiber connection to every home in the county;
use the funds to take the lead out of Hamilton county and rebuild the low and moderate income housing in the county. This includes support for a Financial & Homeownership Literacy Program to a million households as part of American Education program A-76 contract with the United States Department of Housing and Urban Development (HUD), a division of the US Federal Government. We will have a 1,000 non governmental organization (NGO) partners like the National Community Reinvestment Coalition (NCRC). The National Community Reinvestment Coalition (NCRC) is the nation’s foremost trade association for economic justice. We will have special demonstration programs that support 1,000 Veterans, 1,000 Small office Home office small businesses owners, 1,000 female head of households with children, 1,000 508/ADA clients , and 1,000 senior citizen lead households.;
create a Veterans Assistance program operation including a Vets Housing and Health initiative that creates supports 1,000 veterans and their families who fought for the USA
to make Hamilton county a national Creative Class tourism center through a Workforce Development Program that is supported by 200 non governmental organizations and 100 faith based organizations
create a Third Frontier Workforce Development Program that would keep our local phone company in local hands as a major employer in Hamilton county and through public ownership in the company's equity participate in the growth of this world class communications company internationally;
support each household in hamilton county to receive a worldclass cafeteria of human, financial, entertainment, professional, legal, social and health services based on our development of a patent application through The United States Patent and Trademark Office (PTO or USPTO) based on a Business Method Patent that supports the principles behind The International Organization for Standardization (ISO) guideline 26000 by June 19th 2007;
prepare for and responding to future catastrophes create a secure homeland with suppport for a new militia in Cincinnati along with a just society with a reentry program of people into society, and;
create County Energy Policy Partnership Demostration Program that will sell power based on the Cleveladn Public power model.

Capital for a Billion Dollar Human Services Policy

2006-12-11T02:14:00.000-05:00

Cincinnati Change believes that we should sell the Cincinnati Water Works and the city railroad The Cincinnati, New Orleans and Texas Pacific that we lease out.

Then we will have real money to decide how to invest in a better Cincinnati. Cincinnati Change has hired a economist and engineer who estimated we could get over a billion dollars - the city not the region. Under this proposal we could could earn an extra 30 million a year, after equaling what these city owned assets earn the general fund. Then lets invest that into people and the infrastructure to change Cincinnati over the next 30 years.

We assume we (the people via petition) would use the money to buy Cincinnati real estate (unlike the stock which is the current favorite of the pension funds) - like Mt. Auburn which would cost $100M to buy and or debt from institutions that want to stay in our neighborhoods like Christ Hospital which needs to build new facilities and buy new equipment to reduce the age of their infrastructure. All this would earn us at least 7% annually. And our water quality would stay the same or go up through an agreement with the new owners.

These monies would even cover the city general fund as our current money fund managers of the 2 billion dollar city pension fund can not earn enough money to cover expenses. So far to the tune of 16 million dollars a year or more. This money then has to come out of the general fund.

If the question of private ownership bothers you then have the 2 billion dollar pension fund buy them.

9/11

2006-09-11T08:59:00.000-04:00

This WAR is for REAL !

Who we at War with in totality is not yet clear, but to get out of a difficulty, one usually must go through it. The war in Iraq is a very large battle front. Even the War on Terror now is just a battlefront.

Cincinnati Change believes that the United States of America, our country, is now facing the most serious threat to its existence, as we know it.

This War will be as bloody as the Civil War and as great a challenge as the Second World War.

We are in World War IV whether we like it or not, or whether we know it or like it. We cannot appease our out of this, the other side wants to win.

The deadly seriousness is greatly compounded by the fact that there are very few of us who think we can possibly lose this war and even fewer who realize what losing really means.

First, let’s examine a few basics:

1. When did the threat to us start?

Many will say September 11, 2001. The answer as far as the United States is concerned is 1979, 22 years prior to September 2001, with the following attacks on us:

* Iran Embassy Hostages, 1979;
* Beirut, Lebanon Embassy 1983;
* Beirut, Lebanon Marine Barracks 1983;
* Leon Klinghoffer October , 1985
* Lockerbie, Scotland Pan-Am flight to New York 1988;
* First New York World Trade Center attack 1993;
* Dhahran, Saudi Arabia Khobar Towers Military complex 1996;
* Nairobi, Kenya US Embassy 1998;
* Dares Salaam, Tanzania US Embassy 1998;
* Aden, Yemen USS Cole 2000;
* New York World Trade Center 2001;
* Pentagon 2001.

WE WILL NEVER FORGET
(Note that during the period from 1981 to 2001 there were 7,581 terrorist attacks worldwide).

100 days of Action

2006-07-30T01:40:00.000-04:00

The Lloyd Daniels Daniels Development Group will create a trust for a Pew Pastor Ministry of Ammons United Methodist Church under the leadership of Wanda Lloyd Daniels. We will promote the sale of the water Works for 400 million dollars or more. The pastor the Ammons, Vera Cole, has in the past, provided leadership to a group of Cincinnati churches that after one year are continuing to mobilize their men to bring about change not only in their neighborhoods, but also to the people who live there. Through this sale LDG through Ammons and Cincinnati Change will invest over seven billion dollars over the next decade in the region - generating 9,000 jobs and building and or remodeling 20,000 lead free homes.

The 100 Male March Ministries was launched one year ago on a 5th Sunday with a walk in a troubled Walnut Hills neighborhood from Peoples Corner to Ammons United Methodist Church. They will gather this Sunday the 30th of July 2006 to celebrate one year of action at 934 E. McMillan St. and march to Ammons United Methodist Church. Each man is asked to bring a boy to mentor. Call 513.545.7905 for more information.

According to Melvin Williams, president of the Cincinnati District United Methodist Men and manager of the CVS Pharmacy on East McMillan Street at Pebbles Corner, "We're trying to put a human face on Christianity from the male point of view."

LDG created Cincinnati Change to encourages increased economic activity in Hamilton County with faith based partners like Ammons. LDG will create companies that support the ministry like Hughes Electronics did the Hughes Medical Institute through trusts setup by each company that supports our youth. Over the next 100 days we will impliment a program that effects 20,000 households, 50,000 people in the region and supports 1,000 businesses.

Through Cincinnati Change LDG is proposing to create with Ammons United Methodist Church a Cincinnati Company called Churches Can Change Cincinnati NOW, Inc. (C4N) that over the next 100 days would impliment a plan of action to impliment a continium of care for young men and boys.

This company will also provide consulting, homeland safety and security infrastructure management, design and construction from our headquarters in Cincinnati as a faith based enterprise that is owned in part by the ministries of the churches involved and the companies created as church affiliated companies who will pay their taxes on unrelated business income and use the rest to support the needs of young men and boys.

During 2007, more than $500 billion dollars is being allocated for and through the federal, state and local government units in the United States and our for profit businesses will take advantage of these contracts with it's faith based sponsors in the following areas -:

Peace in the Hood, Jobs in the Hood Initiative
Veterans Assistance program operation
Creative Class Workforce and Network Development Program
Third Frontier Workforce Development Program
Housing program to build a million homes for young men and their families
ReEntry of Young Men into society
Preparing for and responding to future catastrophes
Immigration & Secure Boarders
U.S. Gulf Coast Reconstruction
Regional National Energy Policy Partnership Demostration Program

Cincinnati Change has created a program that serve the nation through and it's partner The American Academy of Distance Learning and Training, Inc.(AADLT) who has joined with Beauchamp Tower Corporation, Inc. and it's partners to support their proposal called Operation Enduring Service (OES) which will the basis for the creation of a program to employ over 1,000 of countys young men in 2007 through the 100 male March Ministry of Ammons United Methodist Church.

2006-02-07T18:31:00.006-05:00

Cincinnati Change Proclamation on December 7th as Pearl Harbor Remembrance Day

2005-12-07T23:32:00.000-05:00

National Pearl Harbor Remembrance Day, 2005

A Proclamation by the Chairman of Cincinnati Change. On this day we celebrate a national remembrance for those lost on December 7, 1941 at Pearl Harbor. We at Cincinnati Change honor the courage of a generation of Americans who devoted themselves to one of the great missions in our country's history – global democracy and freedom.

After the surprise attack on Pearl Harbor took more than 2,400 American lives, millions of our citizens answered the call to defend our liberty, and the world witnessed the power of freedom to overcome tyranny.

During this global fight for survival America's ultimate triumph was far from clear in the early days of World War II. When our country was attacked at Pearl Harbor as in Asia and Europe, country after country had fallen before the armies of militaristic tyrants. However, the brave and determined men and women of our Nation maintained their faith in the power of God to support our freedom and spread democracy.

They fought and won a world war against two of the most ruthless regimes the world has ever known. In the years since those victories, the power of freedom and democracy has transformed America's enemies in World War II into close friends. This is the greatness of America the ability to reach out it's hand in friendship to those who are our today our enimies as our friends tomorrow. Witness Japan and Germany.

Cincinnati Change is dedicated to the spread freedom and democracy around the world. We are a organization dedicated to secure a more peaceful world for our children and grandchildren. We are grateful to the men and women who are defending our flag and our freedom in the first war of the 21st century. We look forward to the days of peace like our forefathers have done in the past.

These patriots are protecting our country and our way of life by upholding the tradition of honor, bravery, and integrity demonstrated by those who fought for our Nation in World War II and that is continued to this day by our military.

The Congress, by Public Law 103-308, as amended, has designated December 7 of each year as "National Pearl Harbor Remembrance Day." The service and sacrifice of our World War II veterans continue to inspire people across our country and set an example of sacrifice. Cincinnati Change remains deeply grateful for all that these heroes have done for the cause of freedom.

IN WITNESS WHEREOF, I have hereunto set my hand this Seventh Day of December , in the year of our Lord two thousand five, and of the two hundred and thirtieth year in the Independence of the United States of America.

FREDERICK HARGROVE SENIOR
PE, MBA
Chairman of Cincinnati Change

A new start with new Mayor 1 December 2005

2005-12-02T16:47:00.000-05:00

Mayor and City Council in Cincinnati

Our plan is based on this speech by the new mayor for development in the Nati.

Good Evening Cincinnati.
I want to thank everyone for joining me here at the Cincinnati Museum Center at Union Terminal this evening to share this momentous occasion.

I want to start by thanking the people of Cincinnati for placing their trust in me to be their Mayor. I am honored and humbled by that trust and I will work hard to make you proud.

I would also like to thank (the categories on the back of the program).

I want to thank my staff.
And, I want to thank the countless volunteers who devoted so much of their time to our efforts to bring change to the city. I would not be here today without them.

Finally, I would like to thank my wonderful family for their support and sacrifice throughout the exhausting campaign. My entire family has been dedicated to public service, and they serve as my inspiration for all that I do.

The city of Cincinnati was named after the Society of the Cincinnati, a fellowship organization for Army officers. However, the top priority of the society was to take care of the members of the society and their families.

Their motto was “He abandons everything to serve his country.” Thus our city is founded on the ideals of taking care of each other and selfless service to the city.
I believe that these founding principles should serve as the basis for how we conduct our everyday lives.

Over the last year, as I visited every neighborhood in this City, I was always impressed by the sense of hope around the city.

Everywhere, people would share their feeling that things needed to get better, and how they truly believed things would get better.

The fantastic thing about living in a democracy is that citizens are able to let their opinions be heard and make changes if they think that we can do better.

Elections are an excellent opportunity to start fresh and set a new course for our city. On Election Day, Cincinnati called for a change in the way that business is done in our city.

The citizens selected four new City Council Members and elected me the first Mayor not to come from Council since the 1930s.
We have the opportunity to have the fresh start that our city has desperately needed for a while. We have the opportunity to turn away from our past and chart a course for a new future.

This is a great city. We need to seize this unique opportunity for a fresh start and recommit ourselves to the founding principles of our city: taking care of each other and selfless service to the city.

We have the power and ability to create the change that we all know our city needs.

We share that sense that we are all part of the same brotherhood. In order to make that feeling of brotherhood stronger, we need to focus on the issues that unite us as one Cincinnati.

The desire for nice, safe neighborhoods.
The desire for good schools and opportunities for our children.
The desire for good jobs with quality benefits
The desire for a vibrant city where we can all have fun.

If we focus on these issues of commonality, it will allow us to put aside our lesser differences and work together to improve our city for everybody.

I believe that we have all felt the enthusiasm in the community. There is a sense that we are about to turn a corner and once again move forward.

People are optimistic that the time is right for a major change in this city. People are ready for that change and they believe that it can and will happen.

I share this belief. I think that in the next few years, we have an incredible opportunity to transform our city for the better and set in motion the type of progress that will once again make Cincinnati a city that is admired across the country.

But, we cannot passively sit and wait for change, we must control our destiny. If we truly want to see change then we must actively make that change happen.

Our city has taken the first step. We have elected an excellent group of talented and motivated Council Members to help us take begin down the road of change.

From my discussions with the Council Members, I can tell you that they are deeply committed to doing what is necessary to turn this city around.

Now we must turn this positive energy and commitments into accomplishments.

Change is sometimes difficult but it is absolutely necessary. This Administration will make decisions that are in the best interest of the common good.

We must seize the opportunity that we have been given a make a fresh start. It is only through our hard work that we can make that change happen.

I am dedicated to creating a team on City Council that will come together to put the best interest of the city ahead of all else. The common element that unites all of the Council Members is that we love our city and we want very badly to make it better. Much better.

Now, I would like to recognize our next City Council.
Vice Mayor Jim Tarbell
Jeff Berding
Chris Bortz
Laketa Cole
John Cranley
David Crowley
Leslie Ghiz
Chris Monzel
Cecil Thomas

This leadership team you have entrusted to turn our city around. We are going to capitalize on the energy in this room and across the city and make the necessary changes to turn our city around and make it better.

You are looking at the future of the City of Cincinnati. I am completely confident that this team will do great things for all of us in the city of Cincinnati.

But we cannot do it along. You, the citizens of Cincinnati, are part of this team as well. If we are going to truly change our city for the better, we need your help as well. We can only make this city better if we work as a team, from the Mayor’s Office all the way down to very last citizen. All working to move the city forward.

So, I want to make a challenge to you. My challenge is to get involved and be an ambassador to the city.

You must ask yourself…
What are you going to do to turn Cincinnati around?
What are you going to do to make our city better?

We are on the verge of a great turn around in the City. By working together as a team, Mayor to Council to the city departments to the neighborhoods, and not letting anything get in our way, we can create the type of change and improvement that we all know that Cincinnati is ready for.

The 10 of us standing in front of you will work hard for you everyday. I ask you to commit yourself to also working hard. Together, I know that Cincinnati will live up to its amazing potential and become the city that our country looks up to once again.

I want to thank you all for coming. Good night and God Bless Our City

Cincinnati Mayor Mark Mallory's Inaugural Address

We have to get around how we deal with Public Safety is more police.

2005-11-04T01:46:00.000-05:00

We have to get around how we deal with Public Safety is more police. We need to deal with the root causes of crime in the African American community that deal with a history that is based on over 300 years of slavery, 100 years of government as your foe at all levels and 40 years of finding your way through integration.

Background: CINCINNATI CHANGE understands the Tri-state is politically fragmented and segregated by race and class. Many poor Cincinnati residents have a high degree of desperation and hopelessness along with the belief that things cannot change. Cincinnati Change was created to “change this perception” by taking action to change Cincinnati NOW on June 19th 2000 and took it's first action at the 2000 Black Family Reunion.

In 2001, the founders of Cincinnati Change submitted a request to the Cincinnati Empowerment Corporation (CEC) that they set out procedures to issue $100M of revenue bonds. The request was updated in 2002 and 2003. In 2004, the CEC set the procedures to issue the bonds through the Cincinnati Hamilton County Port Authority.

Background: CINCINNATI CHANGE understands the Tri-state is politically fragmented and segregated by race and class. Many poor Cincinnati residents have a high degree of desperation and hopelessness along with the belief that things cannot change. Cincinnati Change was created to “change this perception” by taking action to change Cincinnati NOW on June 19th, 2000 and took its first action at the 2000 Black Family Reunion.

In 2001, the founders of Cincinnati Change submitted a request to the Cincinnati Empowerment Corporation (CEC) that they set out procedures to issue $100M of revenue bonds. The request was updated in 2002 and again in 2003. In 2004, the CEC set the procedures to issue the bonds through the Cincinnati Hamilton County Port Authority.

All citizens of the city of Cincinnati, Ohio should read Independent Monitor's Eleventh Quarterly Report, Sept. 30, 2005.

Current Plan: In 2005, Cincinnati Change assembled a team to meet its organizational objectives through creation of a mutual fund to fund its mission to Change Cincinnati NOW. On June 19th, 2005 Cincinnati Change received its charter from the State of Ohio and stands ready to change Cincinnati NOW.

Cincinnati Change is creating a limited liability company called Uptown Security. This company will implement the Cincinnati Change vision as the lead developer of safe neighborhoods in 20 Communities in the city of Cincinnati.

Lloyd Daniels Development Group Inc. (“LDG”) a majority minority owned company located in Mt Auburn at 2439 Auburn Avenue, Cincinnati Ohio 45219 will licensee to Uptown Security, a company who will create a new security, safety and support holding company. It will be a global communications, computing and professional services operation that is to be a high technology real estate development company for a million homes in the Americas and a million around the world.

It will provide distance learning, facility security monitoring, total media management system for audio, video, digital entertainment, and communications related technology. The company will sell over 10,000 SKU security equipment sales partnership with eBay and security and safety built into buildings as a professional engineer. It will do this through a tiered sales force that uses established communications networks to sell products and services to a potential global market of over 500 million people by 2009.

Mission: CINCINNATI CHANGE has adopted a mission that encourages increased economic stability in Hamilton County along with the development of an third frontier creative class information highway infrastructure.

Cincinnati Change will create memberships that which will provide jobs through the acquisition, and development of businesses, intellectual property and real estate properties through this lead developer of a private security forces which will provide to corporate partners with 100,000 employee's in the region an security, safety and support organization including remote security with companies like Tyco, Microsoft, CISCO, Lucent, Samsung, Sprint, Motorola, GE and overseen by a joint venture between Lloyd Daniels Development Group (LDG) and IBM.

Purpose: CINCINNATI CHANGE will implement a licensed business process from LDG and a patent license from MDDG LLC that will create a service that will provide security services to a market of 500 million people and a million businesses. We will develop a workforce that will number over 4,000 who are employed and empowered by developing the following objectives:

Schools - Working with the Cincinnati Public Schools and Wilson Military Academy will create a school infrastructure for the 20,000 disenfranchised school students from Ohio. The county will save over a million dollars a year starting in the 2006/7 school year with a focus on youth in Hamilton County needing this service.

By 2014 we will serve a global student population in military schools through a alliance with already established schools in Ohio. We will build facilities that will house over 100,000 Ohio students and a million students around the world.

Businesses - To create a community business development program with the SBA, private sector, non-profit organizations, and government agencies to support over 100 small and medium businesses that will employ students who go to and or graduate from our schools. Included will be guard services, digital security services, remote security, patrol and cab services, fire school, HRT training center, custom command and control vehicles, NBC Command Center Construction, Urban Emergency Command Center Network, AEC Hargrove Williams Daniels & Hefley lbo fund, and other services that will oversee the education of one million students in franchised public schools.

The first phase business model is based on the creation or acquisition of buildings that will house technology that is under contract to our company for at least ten years in 20 communities in Cincinnati that by 2014 is to cover the whole city. LDG will make money as the developer of the buildings, the supplier of the technology built into the buildings and the services used by the users of the buildings. LDG will prove our business model in Cincinnati that will serve as a global prototype. Here we will develop the infrastructure model that’s needed to reach a market of over 500 million people.

The Uptown Security MAM Global Total Media Management System goal is to consolidate by 2009 all of the information resources that touch a media project property during its life cycle through a partnership with companies producing over 100 million SKU for sale by our network and employees over 200 million people.

Uptown Securty will be a major provider of services, support and sales of securty, saftey and other products to water works in cooperation with the Cincinnati Water Works if they accept our proposal.

Uptown Security will at its core the complete digital control of the various assets associated with the media property, be they episodes of broadcast television, Internet based distribution, marketing key art, magazine articles, publicity stills of recording artists, concert access, ticket sales, video on demand, and HDTV displays. The MAM Global Total Media Management System is much more than digital ingest and archiving, it will be a universal secure network and facilities that will be managed from a world headquarters in Cincinnati, Ohio.

The Uptown Security MAM Global Total Media Management System will drive customers to chose us as one of the company’s major objectives is the synchronization and collaboration of all departments security. Through IBM and 39 other partners we will create a strategically invaluable profile of each of all of our clients media properties (and their ancillary properties such as sequels, soundtracks, and cross-promotions) across the full sweep of distribution platforms, formats, and outlets.

By providing a real-time snapshot of a media property, The Uptown Security MAM Global Total Media Management System will allow media managers, licensee’s, franchisees and affiliates to make the best short- and long-term decisions, which ultimately affect their investments in development, production, licensing, programming, and marketing.

Homes - To create 20,000 homes in Greater Cincinnati with a focus on developing 12,000 homes for low and moderate-income households whose children will attend our schools along with homes for those who work, build and or teach in them. these homes will generate over 2 million dollars a year in revenue for 30 years. Each home is a camera site with over 70% being wired to monitor their community.

Each home will be HDTV based systems whereas the 16:9 display is backed up by a Microsoft IBM Fiber network with Hitachi, Sharp and Samsung technologies. We will use Dolby technologies and a adjustable 5:1 sound system through nuTECH. nuTECH is built into homes as our application of established patents.

Each home will be able to earn money through a variety of channels with over 2 Gigi bytes worth of bandwidth. We will oversee the creation of over two million homes across the globe for first responders based on the development of housing for the employees of Uptown Security.

Jobs - To create over 9,000 jobs in distance learning on jobs n public saftey, private securty and as a first responder along with high school education, first responder health care, seceiruty and saftey technology, hospitality security, entertainment and personal seciruty, real estate development and construction through partnerships with businesses that serve the public saftey and homeland security marketplace through Uptown Security and it's Empowerment Zone business, Renewal City business, MBE, DBE, FBE and HUB zone partners.

A primary job generator will be the 20,000 homes built that Uptown Security will monitor. we will also provide security to over 40 million square feet of retail, food service and mixed use space including a regional entertainment security zone that reaches into other states.

Uptown Security will work with Nati Action Agency to create training opportunities for over 1,000 uptown kids a year by 2007 through a alliance with the Cincinnati Public Schools. We will do that by creating a military school at the Riverfront, Uptown and in Bond Hill. By 2009 this infratsructure will employ over 4,000.

Capital: In the newest report on Community Reinvestment Act (CRA) agreements, the National Community Reinvestment Coalition (NCRC) finds that $4.2 trillion dollars have been infused into minority and lower income neighborhoods since CRA passed in 1977. Banks have committed to 430 CRA agreements, instituting multi-year programs covering loans, investments and banking services to communities in need.

LDG will implement a business model under the CRA IDIQ Business Process developed by Hershel Daniels, Junior starting at 2439 Auburn Avenue. From a lot on 2439 Auburn Uptown Security will build a urban prototype of our NEBS Sigma Six Quality Secure, Environmentally Safe and Life Supportive personal dwelling - each to cost no less than $330,000 and up to millions.

Uptown Security will enter into a agreement to be the implementation agent to start a military school in Cincinnati in January 2006 at 444 West Third Street that is to open in September 2006. Till then the school will rent space at an authorized building.

Uptown Security Cincinnati will create affiliates of Uptown Security in over 250 Empowerment Zones and Renewal Communities domestically and in over 250 foreign locations. Over 100 locations with company equity will be in operation within the next five years as master territory licenses - Uptown Security (city name).

Each with equity based on already IRS established revenue bonds, which are not volume capped – in the case of Cincinnati that is a multi million dollar investment by the end of 2005 in Uptown Security Cincinnati.

We would create Uptown Security with equity held in trust for the residents of the Uptown Alliance whereas Cincinnati Change would be the implementing agent. By 2010 we expect that over 4,000 staffers would provide education to over 1,000,000 students in military schools around the world.

In Cincinnati we have the resources to do this. Join us in Changing Cincinnati NOW.

Copyright 2005 Hershel Daniels, Junior

Willie Lynch document is a fake.

2005-10-04T15:24:00.000-04:00

After careful reading on the net and more than a few phone calls we find there are many problems with this Willie Lynch document that led us to believe the fact that it is a fake.

http://en.wikipedia.org/wiki/Willie_Lynch
http://archive.blackvoices.com/articles/daily/ht20030929lynch.asp

Our mistake and and from now on will check sources better. But, the effects of slavery from 1565 to 2005 is a issue that we must face up to.

The founders of Cincinnati Change believe that we can change Cincinnati, as a example to the nation, so that we can change the condition in which our children and grandchildren grow up in.

Text of President Bush's address Thursday, as released by The White House:

2005-09-16T10:03:00.000-04:00

BUSH: Good evening. I am speaking to you from the city of New Orleans, nearly empty, still partly underwater, and waiting for life and hope to return. Eastward from Lake Pontchartrain, across the Mississippi coast, to Alabama and into Florida, millions of lives were changed in a day by a cruel and wasteful storm.

In the aftermath, we have seen fellow citizens left stunned and uprooted, searching for loved ones, and grieving for the dead and looking for meaning in a tragedy that seems so blind and random. We have also witnessed the kind of desperation no citizen of this great and generous nation should ever have to know - fellow Americans calling out for food and water, vulnerable people left at the mercy of criminals who had no mercy, and the bodies of the dead lying uncovered and untended in the street.

These days of sorrow and outrage have also been marked by acts of courage and kindness that make all Americans proud. Coast Guard and other personnel rescued tens of thousands of people from flooded neighborhoods. Religious congregations and families have welcomed strangers as brothers and sisters and neighbors.

In the community of Chalmette, when two men tried to break into a home, the owner invited them to stay and took in 15 other people who had no place to go. At Tulane Hospital for Children, doctors and nurses didn't eat for days so patients could have food, and eventually carried the patients on their backs up eight flights of stairs to helicopters.

Many first responders were victims themselves - wounded healers, with a sense of duty greater than their own suffering. When I met Steve Scott of the Biloxi Fire Department, he and his colleagues were conducting a house-to-house search for survivors. Steve told me this: "I lost my house and I lost my cars, but I still got my family ... and I still got my spirit."

Across the Gulf Coast, among people who have lost much and suffered much and given to the limit of their power, we are seeing that same spirit: a core of strength that survives all hurt, a faith in God no storm can take away and a powerful American determination to clear the ruins and build better than before.

Tonight so many victims of the hurricane and the flood are far from home and friends and familiar things. You need to know that our whole nation cares about you, and in the journey ahead, you are not alone. To all who carry a burden of loss, I extend the deepest sympathy of our country. To every person who has served and sacrificed in this emergency, I offer the gratitude of our country.

And tonight I also offer this pledge of the American people: Throughout the area hit by the hurricane, we will do what it takes. We will stay as long as it takes to help citizens rebuild their communities and their lives. And all who question the future of the Crescent City need to know: There is no way to imagine America without New Orleans, and this great city will rise again.

The work of rescue is largely finished; the work of recovery is moving forward. In nearly all of Mississippi, electric power has been restored. Trade is starting to return to the Port of New Orleans, and agricultural shipments are moving down the Mississippi River. All major gasoline pipelines are now in operation, preventing the supply disruptions that many feared.

The breaks in the levees have been closed, the pumps are running, and the water here in New Orleans is receding by the hour. Environmental officials are on the ground, taking water samples, identifying and dealing with hazardous debris, and working to get drinking water and wastewater treatment systems operating again. And some very sad duties are being carried out by professionals who gather the dead, treat them with respect and prepare them for their rest.

In the task of recovery and rebuilding, some of the hardest work is still ahead and it will require the creative skill and generosity of a united country.

Our first commitment is to meet the immediate needs of those who had to flee their homes and leave all their possessions behind. For these Americans, every night brings uncertainty, every day requires new courage and the months to come will bring more than their fair share of struggles.

The Department of Homeland Security is registering evacuees who are now in shelters, churches or private homes, whether in the Gulf region or far away. I have signed an order providing immediate assistance to people from the disaster area. As of today, more than 500 thousand evacuee families have gotten emergency help to pay for food, clothing and other essentials.

Evacuees who have not yet registered should contact FEMA or the Red Cross. We need to know who you are, because many of you will also be eligible for broader assistance in the future. Many families were separated during the evacuation, and we are working to help you reunite. Please call 1-877-568-3317 - that's 1-877-568-3317 - and we will work to bring your family back together, and pay for your travel to reach them.

In addition, we are taking steps to ensure that evacuees don't have to travel great distances or navigate bureaucracies to get the benefits that are there for them. The Department of Health and Human Services has sent more than 15 hundred health professionals, along with over 50 tons of medical supplies, including vaccines, antibiotics and medicines, for people with chronic conditions such as diabetes. The Social Security Administration is delivering checks. The Department of Labor is helping displaced persons apply for temporary jobs and unemployment benefits. And the Postal Service is registering new addresses so that people can get their mail.

To carry out the first stages of the relief effort and begin the rebuilding at once, I have asked for, and the Congress has provided, more than $60 billion. This is an unprecedented response to an unprecedented crisis, which demonstrates the compassion and resolve of our nation.

Our second commitment is to help the citizens of the Gulf Coast to overcome this disaster, put their lives back together and rebuild their communities. Along this coast, for mile after mile, the wind and water swept the land clean. In Mississippi, many thousands of houses were damaged or destroyed. In New Orleans and surrounding parishes, more than a quarter million houses are no longer safe to live in. Hundreds of thousands of people from across this region will need to find longer-term housing.

Our goal is to get people out of shelters by the middle of October. So we are providing direct assistance to evacuees that allows them to rent apartments, and many already are moving into places of their own. A number of states have taken in evacuees and shown them great compassion, admitting children to school and providing health care. So I will work with Congress to ensure that states are reimbursed for these extra expenses.

In the disaster area and in cities that have received huge numbers of displaced people we are beginning to bring in mobile homes and trailers for temporary use. To relieve the burden on local health care facilities in the region, we are sending extra doctors and nurses to these areas. We are also providing money that can be used to cover overtime pay for police and fire departments while cities and towns rebuild.

Near New Orleans, Biloxi and other cities, housing is urgently needed for police and firefighters, other service providers and the many workers who are going to rebuild those cities. Right now, many are sleeping on ships we have brought to the Port of New Orleans, and more ships are on their way to the region. And we will provide mobile homes and supply them with basic services, as close to the construction areas as possible, so the rebuilding process can go forward as quickly as possible.

And the federal government will undertake a close partnership with the states of Louisiana and Mississippi, the city of New Orleans and other Gulf Coast cities so they can rebuild in a sensible, well planned way. Federal funds will cover the great majority of the costs of repairing public infrastructure in the disaster zone, from roads and bridges to schools and water systems. Our goal is to get the work done quickly. And taxpayers expect this work to be done honestly and wisely, so we will have a team of inspectors general reviewing all expenditures.

In the rebuilding process, there will be many important decisions and many details to resolve, yet we are moving forward according to some clear principles. The federal government will be fully engaged in the mission, but Governor Barbour, Governor Blanco, Mayor Nagin and other state and local leaders will have the primary role in planning for their own future. Clearly, communities will need to move decisively to change zoning laws and building codes, in order to avoid a repeat of what we have seen. And in the work of rebuilding, as many jobs as possible should go to men and women who live in Louisiana, Mississippi and Alabama.

Our third commitment is this: When communities are rebuilt, they must be even better and stronger than before the storm. Within the Gulf region are some of the most beautiful and historic places in America. As all of us saw on television, there is also some deep, persistent poverty in this region as well. And that poverty has roots in a history of racial discrimination, which cut off generations from the opportunity of America. We have a duty to confront this poverty with bold action. So let us restore all that we have cherished from yesterday, and let us rise above the legacy of inequality.

When the streets are rebuilt, there should be many new businesses, including minority-owned businesses, along those streets. When the houses are rebuilt, more families should own, not rent, those houses. When the regional economy revives, local people should be prepared for the jobs being created. Americans want the Gulf Coast not just to survive, but to thrive, not just to cope, but to overcome. We want evacuees to come home for the best of reasons, because they have a real chance at a better life in a place they love.

When one resident of this city who lost his home was asked by a reporter if he would relocate, he said, "Naw, I will rebuild but I'll build higher." That is our vision of the future, in this city and beyond: We will not just rebuild, we will build higher and better.

To meet this goal, I will listen to good ideas from Congress, state and local officials, and the private sector. I believe we should start with three initiatives that the Congress should pass.

Tonight I propose the creation of a Gulf Opportunity Zone, encompassing the region of the disaster in Louisiana, Mississippi and Alabama. Within this zone, we should provide immediate incentives for job-creating, investment tax relief for small businesses, incentives to companies that create jobs, and loans and loan guarantees for small businesses, including minority-owned enterprises, to get them up and running again. It is entrepreneurship that creates jobs and opportunity, it is entrepreneurship that helps break the cycle of poverty and we will take the side of entrepreneurs as they lead the economic revival of the Gulf region.

I propose the creation of Worker Recovery Accounts to help those evacuees who need extra help finding work. Under this plan, the federal government would provide accounts of up to $5,000, which these evacuees could draw upon for job training and education to help them get a good job and for child care expenses during their job search.

To help lower-income citizens in the hurricane region build new and better lives, I also propose that Congress pass an Urban Homesteading Act. Under this approach, we will identify property in the region owned by the federal government, and provide building sites to low-income citizens free of charge, through a lottery. In return, they would pledge to build on the lot, with either a mortgage or help from a charitable organization like Habitat for Humanity. Homeownership is one of the great strengths of any community, and it must be a central part of our vision for the revival of this region.

In the long run, the New Orleans area has a particular challenge, because much of the city lies below sea level. The people who call it home need to have reassurance that their lives will be safer in the years to come. Protecting a city that sits lower than the water around it is not easy, but it can and has been done. City and parish officials in New Orleans and state officials in Louisiana will have a large part in the engineering decisions to come, and the Army Corps of Engineers will work at their side to make the flood protection system stronger than it has ever been.

The work that has begun in the Gulf Coast region will be one of the largest reconstruction efforts the world has ever seen. When that job is done, all Americans will have something to be very proud of, and all Americans are needed in this common effort. It is the armies of compassion - charities and houses of worship and idealistic men and women - that give our reconstruction effort its humanity. They offer to those who hurt a friendly face, an arm around the shoulder and the reassurance that in hard times, they can count on someone who cares. By land, by sea and by air, good people wanting to make a difference deployed to the Gulf Coast, and they have been working around the clock ever since.

The cash needed to support the armies of compassion is great, and Americans have given generously. For example, the private fundraising effort led by former Presidents Bush and Clinton has already received pledges of more than $100 million. Some of that money is going to governors, to be used for immediate needs within their states. A portion will also be sent to local houses of worship, to help reimburse them for the expense of helping others. This evening the need is still urgent, and I ask the American people to continue donating to the Salvation Army, the Red Cross, other good charities and religious congregations in the region.

It is also essential for the many organizations of our country to reach out to your fellow citizens in the Gulf area. So I have asked USA Freedom Corps to create an information clearinghouse, available at usafreedomcorps.gov, so that families anywhere in the country can find opportunities to help families in the region or a school can support a school. And I challenge existing organizations - churches, Scout troops or labor union locals - to get in touch with their counterparts in Mississippi, Louisiana or Alabama, and learn what they can do to help. In this great national enterprise, important work can be done by everyone, and everyone should find their role and do their part.

The government of this nation will do its part as well. Our cities must have clear and up-to-date plans for responding to natural disasters, disease outbreaks or terrorist attack, for evacuating large numbers of people in an emergency and for providing the food, water and security they would need. In a time of terror threats and weapons of mass destruction, the danger to our citizens reaches much wider than a fault line or a flood plain. I consider detailed emergency planning to be a national security priority. Therefore, I have ordered the Department of Homeland Security to undertake an immediate review, in cooperation with local counterparts, of emergency plans in every major city in America.

I also want to know all the facts about the government response to Hurricane Katrina. The storm involved a massive flood, a major supply and security operation, and an evacuation order affecting more than a million people. It was not a normal hurricane and the normal disaster relief system was not equal to it. Many of the men and women of the Coast Guard, the Federal Emergency Management Agency, the United States military, the National Guard, Homeland Security and state and local governments performed skillfully under the worst conditions. Yet the system, at every level of government, was not well coordinated and was overwhelmed in the first few days. It is now clear that a challenge on this scale requires greater federal authority and a broader role for the armed forces, the institution of our government most capable of massive logistical operations on a moment's notice.

Four years after the frightening experience of September 11th, Americans have every right to expect a more effective response in a time of emergency. When the federal government fails to meet such an obligation, I, as President, am responsible for the problem, and for the solution. So I have ordered every Cabinet secretary to participate in a comprehensive review of the government response to the hurricane. This government will learn the lessons of Hurricane Katrina. We are going to review every action and make necessary changes, so that we are better prepared for any challenge of nature, or act of evil men, that could threaten our people.

The United States Congress also has an important oversight function to perform. Congress is preparing an investigation, and I will work with members of both parties to make sure this effort is thorough.

In the life of this nation, we have often been reminded that nature is an awesome force, and that all life is fragile. We are the heirs of men and women who lived through those first terrible winters at Jamestown and Plymouth, who rebuilt Chicago after a great fire, and San Francisco after a great earthquake, who reclaimed the prairie from the dust bowl of the 1930s. Every time, the people of this land have come back from fire, flood and storm to build anew and to build better than what we had before. Americans have never left our destiny to the whims of nature and we will not start now.

These trials have also reminded us that we are often stronger than we know, with the help of grace and one another. They remind us of a hope beyond all pain and death, a God who welcomes the lost to a house not made with hands. And they remind us that we are tied together in this life, in this nation, and that the despair of any touches us all.

I know that when you sit on the steps of a porch where a home once stood or sleep on a cot in a crowded shelter it is hard to imagine a bright future. But that future will come. The streets of Biloxi and Gulfport will again be filled with lovely homes and the sound of children playing. The churches of Alabama will have their broken steeples mended and their congregations whole. And here in New Orleans, the streetcars will once again rumble down St. Charles, and the passionate soul of a great city will return.

In this place, there is a custom for the funerals of jazz musicians. The funeral procession parades slowly through the streets, followed by a band playing a mournful dirge as it moves to the cemetery. Once the casket has been laid in place, the band breaks into a joyful "second line" symbolizing the triumph of the spirit over death. Tonight the Gulf Coast is still coming through the dirge, yet we will live to see the second line.

Thank you, and may God bless America.

Support for the Americans Most Affected by Katrina

2005-09-11T22:49:00.000-04:00

Our partnership is based on the faith in God and a business process created and licensed for development to Queen City Development Group. Cincinnati Change will host, at its headquarters, a Pastoral Leadership Conference that will bring together partners for a $2.76 Billion federal, state, and local contract for two years for 20,000 people.

Over 50,000 church members can benefit from this as we create for them an electronic commerce network to support American relief efforts to the people of the south. This effort will be lead by Frederick Hargrove PE and Gener Tashiro, AIA. It will be built by a team lead by general Contractor Wanda Lloyd Daniels.

These partners will be trained by a coalition lead by Wanda LLoyd-Daniels, President of the Cincinnati Hamilton County Black Republican Forum and a member of the International Brotherhood of Electricians who is also a Pew Pastor in Ammonds United Methodist Church and owner of Lloyds general & electrical Contractors, Inc..

She will lead, under my leadership, 200 NGO's like the National Community Reinvestment Coalition to be part of the workforce development construction management enterprise that renews, rehabs and re-establish neighborhoods of ownership within a ten mile radius from ground zero and or other locations in New Orleans in cooperation with Frederick Hargrove PE, MBA in alliance with AUMC. INC.

Fred Hargrove Sr.
PE, UC; MBA, Hood
Chairman of Cincinnati Change
http://www.Cincinnatichange.com

LUKEN SELECTS LONGTIME CITY DAVID RAGER TO SERVE AS INTERIM CITY MANAGER

2005-08-11T20:39:00.000-04:00

LUKEN SELECTS LONGTIME CITY LEADER DAVID RAGER TO SERVE AS INTERIM CITY MANAGER

Cincinnati, Ohio— Mayor Charlie Luken today announced that he will ask City Council to confirm David E. Rager as Interim City Manager. Mr. Rager is currently the head of Cincinnati Water Works and has worked for Cincinnati City Government for almost 30 years.

“Dave Rager is one of the most qualified public servants I have ever worked with,” said Mayor Charlie Luken today. “He has experience in all facets of government, including time as Safety Director. His experience working with the Police and Fire Departments is invaluable to our City when crime is such an important issue.”

Mr. Rager’s appointment ordinance will be in front of City Council at Council’s regular meeting on August 3, 2005. His compensation package will be similar to Ms. Lemmie’s and it will clearly specify that this appointment is temporary until the new Mayor selects a permanent City Manager. It is anticipated that Mr. Rager will return to Water Works at the end of his temporary appointment. “I’m excited to serve Cincinnati in this important role,” said Rager.

“I’m looking forward to working to implement the vision of the Mayor and Council, and to continue to build on Valerie’s achievements.” Mr. Rager’s appointment will begin on September 11, 2005. “Dave and I spoke at length about my priorities for the next few months,” added Luken. “He will be a strong leader who can help us finalize the Banks Development project, begin to review and implement the Linder Crime Report, and keep important projects like Fountain Square and the Convention Center on track. Dave is a guy who understands the mechanics of government, and Cincinnati will be better off because he has accepted this assignment.” Mr. Rager’s biography is attached.

Biographical Background David E. Rager Director, Greater Cincinnati Water Works Cincinnati, Ohio Professional Experience March 1993 to Present:Mr. Rager serves as chief executive officer of the Greater Cincinnati Water Works, a metropolitan water utility serving approximately 1,000,000 people over a 400 square mile area in southwestern Ohio.

In 2003 the Greater Cincinnati Water Works expanded its service area into Northern Kentucky as well. During his tenure at the Water Works, Mr. Rager has worked to institute many private business practices within the utility. Examples include development of a strategic business plan, utilization of employee work teams, regular customer surveys and customer focus groups to provide insight into service delivery, expansion into new services and new service areas, as well as aggressive use of technology to manage costs and activity-based resource management.

Using a combination of strategies, the Greater Cincinnati Water Works has been able to hold operating expense growth to 1.5 percent on average over the past six years, and achieved a Standard and Poors bond rating of AA+ and a Moody’s bond rating of Aa2. March 1992 to March 1993:While serving as Assistant City Manager for the City of Cincinnati, Mr. Rager led a task force to introduce total quality management concepts within various City operations.

During this period he also served as the City of Cincinnati’s representative for the construction of a new county jail and the construction of a region-wide mobile data terminal system serving 54 independent government agencies. Mr. Rager continued to serve as Chairman of the Regional Computer Center Board and as a member of the County Enforcement Applied Regionally (CLEAR) Board. July 1983 to March 1992:Serving first as Assistant Director and then Director of the City of Cincinnati’s Safety Department, Mr. Rager was responsible for the day-to-day operations of the City’s police, fire, and emergency communications.

Overseeing a department of 2,300 employees, he was charged with carrying out the full range of management responsibilities including working with a variety of employee organizations and unions, addressing the concerns of citizen groups as well as elected officials, and representing the City in media interviews. During his tenure in this position, Mr. Rager was responsible for the complete reorganization of the City’s emergency medical services system, resulting in $1.2 million in revenues, and restructuring of the City’s emergency calling and dispatch center in order to incorporate full automation, 911 calling services, and emergency medical pre-arrival instructions.

He also coordinated all City services for the many events including the City’s Bicentennial Celebration, World Figure Skating Championships, 1988 Governors’ Conference, 1988 All-Star Baseball Game, 1985 and 1991 World Series Baseball and Division playoff games, and visits from U.S. Presidents and Presidential candidates and other national and international dignitaries.

June 1975 to March 1990:Mr. Rager, while completing his studies at the University of Cincinnati, began his employment with the City of Cincinnati in June of 1975 as a student intern in the City Planning Department. In 1978, after completion of his college work, he was promoted to the position of Management Analyst in the City’s Office of Research, Evaluation and Budget.

Mr. Rager accepted a promotion in 1981 to Manager of Administrative Services in the City of Cincinnati/Hamilton County Regional Computer Center. He served in that position until 1983, then was promoted to Assistant Director of Safety. Additional Accomplishments Nationally, Mr. Rager serves on the Board of Trustees for the American Water Works Research Foundation, the American Water Works Association Manufacturers/Associates Council as a liaison for the AWWARF Board of Trustees, the Water Utility Council, and the Board of Directors for the Association of Metropolitan Water Agencies, which he serves as President.

Through his many professional assignments, Mr. Rager has served on a number of task forces and boards, including the Cincinnati Minority Business Enterprise Contract Compliance Board, the Greater Cincinnati Chamber of Commerce Leadership Cincinnati Alumni Board, the Hamilton County and Greater Cincinnati 911 Policy Boards, the Cincinnati/Hamilton County Warrant Identification Policy Board, the Criminal Law Enforcement Applied Regionally (CLEAR) Board of Advisors, the Cincinnati/Hamilton County Regional Computer Center Board, and the Ohio-Kentucky-Indiana Regional Council of Governments’ Groundwater Committee.

In March of 1997, Mr. Rager was appointed by the City Manager to coordinate and direct the City’s relief and cleanup efforts for all communities affected by the severe flood. This involved the start up of the City’s Emergency Operations Center and organizing the activities required from each City department.

Education

• Bachelor of Urban Planning and Design; emphasis on Public Administration, University of Cincinnati, 1978

• Master of Business Administration, Xavier University, 1985 Other Interests and Activities

• Served on the Board of Directors of Joy Outdoor Education Center

• Served on the U.C. College of Design, Art, Architecture & Planning Alumni Board

• City of Cincinnati Campaign Coordinator: o 1995 & 1996: United Way o 1999 & 2000: Fine Arts Fund o 2002: United Negro College Fund

Affirmative action’s goal was to remove nonmerit barriers.

2005-07-26T02:09:00.000-04:00

Affirmative action’s goal was to remove nonmerit barriers to upward social and economic mobility. Executive Order 11,246 requires that a federal contractor "will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, or national origin."

Exec. Order No. 11,256, C.F.R. 339 (1964-1965 Comp.), reprinted as amended in 42 U.S.C. § 2000e-5(g)(1) (1993). These requirements were implemented through regulations promulgated by the Nixon-Ford administration, found at 41 C.F.R. Part 60.That was less than 30 years ago.

It is now well established that state and local initiatives that seek to employ "race conscious" measures of ensuring equal opportunity must satisfy the most exacting standards, in order to comply with prevailing interpretations of constitutional requirements. Even though the prevous 350 plus years of overt government enforced discrimination did not have to meet any standards except the color of your skin.

These standards were applied and closely examined by the Supreme Court in City of Richmond v. J.A. Croson Company, 488 U.S. 469 (1989), 709 S.Ct. 706, and their applicability extended in Adarand Constructors, Inc. v. Pena, 515 U.S. 200, 115 S.Ct. 2097 (1995). In many respects the Supreme Court's 1989 decision, City of Richmond v. J.A. Croson Co., was the most significant civil rights case of the nineteen eighties. It set new standards of review in equal protection cases and quickly became a decisive precedent in the areas of public employment, higher education, and voting rights laws.

Ref:http://straylight.law.cornell.edu/supct/html/historics/USSC_CR_0488_0469_ZS.html

The Croson decision represents the definitive legal precedent that established "strict scrutiny" as the standard of review by which state and local programs that grant or limit government opportunities on the basis of race are evaluated.

The Adarand decision subsequently extended the "strict scrutiny" standard of review to race conscious programs enacted by the federal government.

The Croson decision exempted federally administered programs, although many of them demanded that local governments create MBE requirements for locally administered, federally-funded programs. See, e.g., 49 C.F.R. § 23.45 (1996) (requiring recipients of Department of Transportation contracts to establish certain MBE procedures).

However, in Adarand Constructors, Inc. v. Pena, 515 U.S. 200 (1995), the Supreme Court required that the same strict scrutiny standard be applied to federal programs as Croson applied to state and local programs.

In view of the position taken by the Court in Croson, states, municipalities, and otherlocal governments must satisfy the narrow tailoring prong, and in doing so, the following factors must be analyzed: Whether the MBE program covers minorities or women for which there is evidenceof discrimination (i.e. statistical disparity, anecdotal evidence, etc.),

1. Whether the size of the MBE participation goal is flexible and contains waiver provisions for prime contractors who make a "good faith" effort to satisfy MBE utilization goals, but are unsuccessful in finding any qualified, willing and able MBEs;

2. Whether there is a reasonable relationship between the numerical goals set and the relevant labor pool of MBEs capable of performing the work in the marketplace;

3. Whether race-neutral alternatives were considered before race-conscious remedies were enacted; and

4. Whether the MBE program contains sunset provisions or other mechanisms for periodic review to assess the program's continued need.

The Question for the Water Works

2005-07-24T22:54:00.000-04:00

Background: The City of Cincinnati Water Works provides about 136 million gallons of water a day through 3,000 miles of water mains to most of Hamilton County and parts of Butler and Warren Counties in Ohio, and to Boone County in Kentucky.

The Greater Cincinnati Water Works has been a municipally owned and operated utility since it was purchased by the City of Cincinnati in 1839. The current mission of this city owned resource is to provide our customers with a plentiful supply of the highest quality water and outstanding services in a financially responsible manner. Cincinnati water meets or exceeds national health standards.

The Question: The Cincinnati Water Works says they are committed to customer satisfaction! The Question we pose as owners of this organization whose revenues are over 90 million dollars a year - should not it be the city of Cincinnati and its residents who they should be helping first?