Cincinnati Change Response to Changing the Gulf

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).

• create the digital infrastructure that will help frame a vision for rebuilding that serves the interests of all residents and is connected to like people in greater Cincinnati;
• use the expertise of contractors hired by Cincinnati Change to develop specific plans and proposals that are technically informed and resident-led that focus on those who have the least;
• support the development and operation of 1,000 community based businesses;
• create the infrastructure to support the message that resident voices must be consistently heard by city, state, and federal officials as key decisions are made in the months and years ahead as we create housing opportunities for 20,000 households through a investment in a mutual fund, and;
• make sure that over the next three years that at least 50% of the job opportunities go those who are designated as hard to serve.

The release of billions of dollars in federal recovery funds for New Orleans, as well as some private grants, depends on the formation of a single master plan covering everything from city-wide infrastructure issues to neighborhood-specific projects. In a July 5, 2006 press release, Mayor C. Ray Nagin, the New Orleans City Council and the Louisiana Recovery Authority (LRA) announced their agreement to adopt a common plan, to be overseen by the Greater New Orleans Foundation's (GNOF) New Orleans Community Support Foundation (NOCSF).

Among other things, the New Orleans Community Support Foundation calls for each of New Orleans' 73 neighborhoods to select from a recommended (selected by an expert national review panel) list of professional architects, urban planners and other professionals to assist in their efforts and/or endorse projects already in progress, spearheaded by the BNOB, the Lambert-Danzey group, and by the neighborhood groups themselves over the many months that no other resources were available.

Planning Teams
On June 5, 2006, the NOCSF issued a Request for Qualifications for parties interested in participating in their recovery process. A panel composed of one representative of the City Planning Commission and four "nationally recognized planning experts sifted through the 65 applicants to establish the official list endorsed for the Unified New Orleans Plan. Concordia coordinated the selection process, but was not involved as a voting member. The final list was recommended to the board on July 21, 2006:

Neighborhood and District Planning

ACORN Housing's New Orleans, LA branch. Acorn Housing (ACH) is a non-profit organization that was established to help low-to-moderate-income people become and remain homeowners. ACORN Housing Counselors make the homebuying process more accessible to first-time buyers. Instead of having to approach bankers or contend with brokers, first-time homebuyers can meet ACORN counselors in the local ACORN Housing office to pre-qualify for a mortgage.

AHC is governed by a diverse five-member Board of Directors whose professions range from a self-employed consultant who retired after 23 years working with 3M as a Senior Analyst to a long time activist and resident of East New York. The Board is best described as a dedicated and diverse group of individuals that is committed to seeing that AHC achieves its mission.

H3 Studio, of St. Louis, MO

Goody Clancy, of Boston, MA

EDSA of Columbia, MD

Frederick Schwartz Architects of New York, NY. Frederic Schwartz Architects have been selected to lead a neighborhood and district planning team for the City of New Orleans and to design affordable, sustainable, quality housing in the historic Lower Ninth Ward.

Frederic Schwartz is currently a finalist in four international competitions -- the Global Green affordable, sustainable housing initiative in New Orleans; a new airport terminal in Madurai, India; the New Silk Road Project in Xi'an, China (with CED alumni and THINK team member William Morrish); and the Paterson New Jersey Master Plan. His winning designs (national competition entries selected unanimously by 9/11 family members) for two memorials are now being realized. The Westchester 9/11 Memorial will be dedicated on September 11th, 2006, and the New Jersey State 9/11 Memorial will be dedicated on September 11th, 2007.

As the winner of a New York metro area architect/developer competition, the new 500,000 sf "Kalahari"-- the largest affordable, sustainable, quality housing project in Harlem--is now under construction. After teaching a Fall 2005 design studio "Cities in Crisis: New Orleans" at Harvard Graduate School of Design, he was invited to chair an international conference in Basel, Switzerland, give five lectures in India and at Berkeley and Harvard on post-Katrina and post-9/11 planning initiatives.

Neighborhood Only Planning

EDAW's Atlanta, GA branch
E. Eean McNaughton Architects of New Orleans, LA
Burk-Kleinpeter of New Orleans, LA
Williams Architects of New Orleans, LA
HDR of Omaha, NE and HOK of Tampa, FL
Duany Plater-Zyberk of Miami, FL
KL&M of New Orleans, LA and CH Planning of Philadelphia, PA
NOW, a joint venture between Eskew+Dumez+Ripple of New Orleans, LA, Chan Krieger Sieniewicz of Cambridge, MA and William Morrish of Charlottesville, VA
Davis Brody Bond of New York, NY
Torre Design Consortium of New Orleans, LA

City-Wide Infrastructure

Villavaso and Associates and Henry Consulting of New Orleans, LA

Public Meetings

On July 24, 2006, a meeting open to the public was announced by the NOCSF on BayouBuzz.com and on the Unified New Orleans Plan website, scheduled for July 30, 2006. An advertisement was placed in the Times-Picayune for two days before the meeting date. The time and location of 12:00 PM to 4:00 PM at The Pavilion of Two Sisters at City Park were posted at a later date. The agenda for the July 30 meeting was to "begin the process for community members to be involved in the selection of the technical assistance teams of professionals to support them in neighborhood, district and city-wide planning."

July 30, 2006 Attendees were directed to sit in the partitions designated for their official district. All 73 of New Orleans' official neighborhoods (as delineated in the 2004 map issued by the Greater New Orleans Coummunity Data Center (GNODC) were grouped into 13 Planning Districts. Actions undertaken by the attendees in the District sessions included redrawing their neighborhood boundaries, selecting the number of special "project areas" within their district and the number of planning teams required to attend to them, and generating lists of criteria and questions for the planning teams. Controversy surrounded the meeting and its organization during and after the event.

August 2, 2006 On August 1, 2006, short presentations were made by the NOCSF's teams in preparation for each districts' vote on their top three preferred teams. There was a two-hour period for attendees circulate among the booths set up by each of the 15 Neighborhood and/or District Teams, after which each team was allotted 12 minutes to make a presention. This meeting unfortunately coincided with the National Night Out Against Crime (NNO), which prevented many people who are active in their neighborhood associations from coming, since plans for NNO events were made before the announcement of the UNOP meetings. Votes online or via fax were to be accepted until 5:00 PM on Monday, August 7. After the votes are tabulated, the CSO will begin defining scopes and fees for neighborhood projects and assign planning teams to the 13 districts based on the districts' preferences as well as "capacity and cost," although what relative weight each of these concerns will be given is not stated.

ACORN Rebuilding Alliance convenes in Baton Rouge Nov. 7-8th Displaced New Orleans residents and leading urban planners, architects, and affordable housing specialists will meet in Baton Rouge November 7-8th for the ACORN Community Forum on Rebuilding New Orleans, a two-day conference to develop rebuilding plans for New Orleans that speak to the needs and dreams of the city’s low and moderate income residents.

Displaced New Orleans residents, representatives from AKSA (ACORN Katrina Survivors Association) and leading urban planners, architects, and affordable housing specialists will meet in Baton Rouge November 7-8th for the ACORN Community Forum on Rebuilding New Orleans, a two-day conference to develop rebuilding plans for New Orleans that speak to the needs and dreams of the city's low and moderate income residents.

Attendees plan to tour New Orleans neighborhoods on Monday, November 7th from 10am-5pm, The Conference itself will begin at 6pm that evening in Baton Rouge, and continue the morning of Tuesday, November 8th through 6pm.

Develop Neighborhood Plans Inclusive of Public Comments Aug to Oct 2006

Completion of Final Neighborhood Plans; Deadline for Submission of Neighborhood Plans to the City Planning Commission Early November 2006

City-Wide Framework & Plan Production (Inclusive of Integration of Neighborhood Plans) August to Jan 2007

Public Meetings & Input on the City-Wide Plan Jan to Feb 2007

Final Plan Edits & City Planning Adoption Feb to Mar 2007

Submit to City Council for Review & Adoption April to May 2007

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. The pastor the Ammons, Vera Cole, has 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.

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 (through Ammons United Methodist Church) -:

1. Peace in the Hood, Jobs in the Hood Initiative
2. Veterans Assistance program operation
3. Creative Class Workforce and Network Development Program
4. Third Frontier Workforce Development Program
5. Housing program to build a million homes for young men and their families
6. ReEntry of Young Men into society
7. Preparing for and responding to future catastrophes
8. Immigration & Secure Boarders
9. U.S. Gulf Coast Reconstruction
10. 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.

Cincinnati Change is partnering with 300 companies to create a Cincinnati Company called Uptown Security.

The mission of the company is to provide consulting, homeland safety and security infrastructure management, design and construction from our headquarters in Cincinnati. During 2007, more than $350 billion dollars is being allocated for and through our for profit businesses we will take advantage of contracts in the following areas -:

1. Preventing another terrorist attack on the United States
2. Detecting threats against the United States
3. Preparing for and responding to future catastrophes
4. Immigration & Secure Boarders
5. U.S. Gulf Coast Reconstruction
6. Iraq
7. Afghanistan
8. Africa
9. North Africa and Middle East
10. National Energy Policy

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).OES is a Cincinnati faith based leadership of a public-private sector joint operation that includes an Education Initiative, a Public Safety Collaboration, a Defense of the Homeland Alliance and a Disaster Response Program which incorporates Federally held Non-Retention Ships and Equipment with partners who have already invested millions of dollars in operations.

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.

Over the next year, staring this Sunday 30 July 2006, we will develop a plan of action to create 1,000 businesses.

The economic effects of Hurricane Katrina have yet to be fully evaluated, but already the call for federal aid to help the victims has escalated.

The unprecedented scale of the destruction wrought by Katrina has yet to be fully quantified, but estimates of the cost have been rising sharply.
The insurance industry now estimates the damage to buildings and property to be in the order of $150bn, of which only some $40bn will be covered by insurance.

In addition, there is extensive damage to government-owned infrastructure such as interstate highways, ports and levees.

There is also the cost of temporarily housing and supporting the hundreds of thousands of residents have been evacuated. Under current plans this aid lasts for a year and can total over $26,200 in direct grants.

Overall, the total cost of the hurricane could exceed $200B.

Cincinnati Change is joining demands for more public spending for a "domestic Marshall plan".

Cincinnati Change will create a partnership with an Inter Faith Based Leadership Caolition lead by Pastor Wanda Lloyd-Daniels, of Ammons United Methodist Church who is also a journeywoman of the International Brotherhood of Electrical Workers, owner of Lloyds General & Electrical Contractors, a Ohio company that is 20 plus years old general contracting and technology company that is a FBE/MBE/SBE and she is the head of the Cincinnati Hamilton County Black Republican Forum.

My name is Frederick Hargrove Sr. PE, MBA and I am a native Cincinnatian, born, raised and educated here. I grew up in many of the neighborhoods which have now been designated as empowerment zones.

I went to school in Walnut Hills and graduated from Walnut Hills High School. I am a experienced 30 year Professional Engineer and have a Masters in Business Administration. I have lived in Japan and been around the world in my role as a consulting engineer.

I was born in the West End of Cincinnati, Ohio, shopped in Over the Rhine, and, when in college, I lived in Mt. Auburn and Clifton Heights. Most of my relatives were lived in Avondale and most of my school friends lived in Evanston.

Cincinnati has been my home and the home of my parents since the early 1950’s when they were forced to leave the south to avoid racial prejudice. As was consistent with the times, my parents came to Cincinnati to live with their relative and start a new life.

On September 25, 1954, I was born. I have lived in many different neighborhoods in Cincinnati and have spent most of my 48 years here. I have raised my family here and am proud of my heritage here.My education here started at Millvale Elementary, I was Valedictorian of my junior high school and graduated in the top 25% of my class at Walnut Hills High School. I was a National Merit Scholarship Finalist.

I went to the University of Cincinnati on full scholarship from General Electric for Metallurgical Engineering and a full scholarship from Procter and Gamble for Mechanical Engineering. After graduation I went to work for Procter and Gamble in their Engineering Division and was placed in their “fast track program for management candidates”.

During my tenure at Procter and Gamble I designed many patentable devices,( not the least of which was the device which produced the “Folger’s Coffee Crystal”) but because I was an employee all such creations were the property of Procter and Gamble and I was proud to simply be doing my part.

After five years of proven service I was sent to school to get my MBA to continue my rise in the organization. I graduated from Hood College with an MBA in operations. At the time, Hood College, in Frederick Maryland, was rated as the best small college in the United States.In 1980 Procter and Gamble, went thru reorganization and my mentors, as were many other people, were displaced. The company downsized and since I was in school, I was part of that down sizing.

However fortune smiled on me and I was able to gain employment with NCI, the National Cancer Institute, at Fort Detrick in Frederick Maryland, as an engineer in charge of the design, construction and maintenance of research facilities. My experience at Procter and Gamble allowed me out shine all of my competition and promotions and recognition quickly followed.

During my stay there I was invited to join the Board of Directors at NIH, the National Health Institute in Bethesda Maryland.I was a technical advisor, offering advice on the feasible and safety of allowing certain contagious research to be done in the research facilities controlled by NIH. This experience brought me face to face with the latest technology for the control and containment of infectious disease and biological agents such as AIDS, all types of Cancers, Anthrax and other contaminants still listed as classified.

During my stay at Fort Detrick, I was co-opted by the United State Army to provide engineering support for their “experiments” at Fort Detrick. (As a point of information, Fort Detrick was the old biological warfare facilities for the United States Military). Fort Detrick is about 45 miles from Washington D.C. It was also the home of Air Force One and the East Coast Relay Station which was responsible for the defense of the entire eastern seaboard.) During my stay on the east coast I worked for NCI, NIH, and the Department of the Army and as a security contractor the Department of Defense.

Based on my experience I am qualified to design a P-4 level facility anywhere in the world and currently design hospitals. I am currently on assignment with one of the worlds biggest design/builders of hospitals. I am now designing the hospital of the future with partners that can be built today. I also worked for a firm responsible for design clean rooms and chip manufacturing rooms and designed one of the first class 1 clean room facilities.

In 1986 I received a call from Procter and Gamble. It appeared they had a project which required certain expertise which was possessed by only a handful of people. I was one of them. It involved a cost saving project which resulted in a savings of approximately $200,000,000.00 per installation. Until this point they were unable to prove this technology.

My assignment was to prove this technology, install it, and perform a successful test. Six months later we had our first successful run of a technology which had the potential of saving billions of dollars in capital equipment requirements. Riding on this success, I decided it was time to venture out on my own.

I started what is now Hargrove Engineering L.L.C. in 1988. (It’s precursor, Hargrove Design and Drafting Services had started two years earlier, in 1986.) In the last eighteen years, I have personally led hundreds of design projects. I have actively participated in every design which has come into our office, whether it was a single family dwelling or a collaborative effort with NASA and Martin-Marietta to place a man on Mars. Our last two major government assignments was the management of the replacement of the roof at the US Army Tank Plant and a 2002 Homeland Security Contract for the city of Cincinnati Water Works.

Cincinnati has the opportunity to become the crown jewel of the Midwest once more. Acting in conjunction with a whole host of entities who believe there is still some majesty left in Cincinnati, we are attempting to be the catalyst for this revitalization. We profess a plan of overall inclusion with shared opportunities for everyone up and down the economic scale.

Our plan is to develop partnerships with experienced builders who can work with us to create a million smart homes by 2015. They will be for first responders, educators, public service employees, the military, fire fighters, police, health care workers and the students in creative class or third frontier organizations that bridge the gap to those who have not. We will use a already established mutual fund with over $600M in current investments.

No one can do this alone and we propose to do this because we are not alone. As long as there is good will among like-minded people dedicated to the improvement of life among the masses, we will never be alone.

I consider myself a product of the empowerment zones and along with partners like Hershel Daniels, Junior stand ready to develop housing under the authority of the President of the United States. I helped form on June 19th 2005 Cincinnati Change as my agent to do this.

We at Cincinnati Change believe that we can Change Cincinnati NOW. To make this happen, as Cincinnati Change’s Chairman I have accepted a position with Lloyd Daniels Development Group as President in their development in Port Arthur, Texas as the center point of redevelopment efforts in the south which will employ people in Texas and Ohio by the end of 2006 in building smartHOMES and buildings with our technology built into them.

We are looking for Partners for a DHS Contract
Emergency Preparedness and Response

a multi million dollar business opportunity

Office : Federal Emergency Management Agency

Location : Flood, Fire and Mitigation Branch (Formerly in FEMA : OFM)

Solicitation number : HSFEHQ-06-R-SB

Title : Z -- Maintenance and Deactivation of Manufactured Homes and Travel Trailers [7,000]

Synopsis - Posted on Nov 03, 2005

Solicitation 01 - Posted on Nov 03, 2005

Solicitation 02 - Posted on Nov 29, 2005

Modification 01 - Posted on Dec 01, 2005

Amendment 01 - Posted on Dec 01, 2005

Amendment 02 - Posted on Dec 12, 2005

Modification 02 - Posted on Dec 12, 2005

Amendment 03 - Posted on Dec 21, 2005

Modification 03 - Posted on Dec 21, 2005

Modification 04 - Posted on Jan 06, 2006

Amendment 04 - Posted on Jan 06, 2006

This procurement is a 100% set-aside for small businesses pursuant to Federal Acquisition Regulation (FAR) ?19.502-2(b).

The NAICS code for this procurement is 561210, Facilities Support Services.

The small business size standard is $30 million.

In accordance with FAR 19.102(7)(i)(B) regarding joint ventures and the application of revenue-based size standards, offerors may assume that the estimated contract value exceeds one-half the applicable size standard. Therefore, the size standard for the requirement (NAICS code 561210 - $30 million) applies to individual persons or concerns, not to the combined assets, of the joint venture. The Federal Emergency Management Agency (FEMA) is authorized pursuant to the Robert T. Stafford Disaster Relief and Emergency Assistance Act , as amended (42 U.S.C. ?5121 et seq.) to provide assistance to applicants of Presidentially- declared disasters and emergencies.

The Individual Assistance (IA) Program provides for temporary housing assistance to disaster applicants in accordance with the Act. In order to accomplish its mission, FEMA requires maintenance and deactivation of manufactured housing and travel trailers.

The period of performance will be five years from date of contract award. Work will be performed only in the states of Texas, Louisiana, Alabama, and Mississippi.

Pursuant to section 307 of the Stafford Act (42 U.S.C. ?5150), preference will be given to the maximum extent practicable to local firms based within the disaster area, Port Arthur, Texas.

FEMA intends to issue Performance Based, Fixed Unit Price, Indefinite Delivery/Indefinite Quantity (IDIQ), multiple award contracts, by state, based on preferences given to local, small businesses.

It is anticipated that approximately seven (7 )contracts will be awarded in the Gulf Region. Each multiple award contract will provide for maintenance and deactivation of approximately 6,700 temporary housing units. The maximum value of each contract will not exceed $100 million, we will bid approx. $90M.

Contract award will be based on technically acceptable, lowest price.

The estimated contract award date is February 1, 2006.

Prospective offerors are responsible for downloading the RFP and attachments, if applicable. It is the responsibility of the individual offeror to monitor the Fedbizopps (FBO) web page for the release of the solicitation and any amendments. The RFP should be available for downloading within fifteen (15) days following publication of this announcement.

Potential offerors that do not have the capability to download from FBO, may request, in writing, a copy of the solicitation, including any attachments, and amendments. Potential offerors making this request must include in their written request an adequate justification for not obtaining the solicitation via the Internet.

Requests should be made via e-mail addressed to nancy.costello@dhs.gov or faxed to Nancy Costello at 202-646-3846.

Offerors are cautioned to include Solicitation number HSFEHQ-06-R-SBLA (for Louisiana), HSFEHQ-06-R-SBMS (for Mississippi), HSFEHQ-06-R-SBAL (for Alabama), and/or HSFEHQ-06-R-SBTX (for Texas) on all documentation submitted in response to this requirement. We attended the pre-proposal conference will held as specified in the solicitation.

Call us at 513.257.2552 or email us at h.daniels@cincinnatichange.com our project manager is Fred Hargrove PE, MBA.