1Mahamudra Assisted Living

8/7/2019 1Mahamudra Assisted Living

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Table of Contents



Mahamudra Assisted Living

1.0 Executive Summary

Where would you want to live if you needed daily assistance? In your home, of course. BrightHouse aims to be that home for 14 lucky full-time assisted living residents, offering medically-skilled care in a respectful, self-sustaining community, and offering skilled nursing care forshort-term residents. On our beautiful, newly remodeled 6 acre property (the former WayfieldBed and Breakfast) in the small college town of Middletown, CT, Bright House brings togetherdecades of experience and innovative, alternative visions of the potential in our elderly familymembers' latest years. In our first five years, we will establish a new kind of Elder Care modelbased on the idea that the elderly are fully-realized persons, with ideas, thoughts, andexperiences which matter.

Can you help us to realize this goal?




1.1 Objectives

For our first year, we have four financial objectives:

y To raise adequate funding for start-up.y To fill all of the rooms in the main house over the course of six months.y To open the Skilled Nursing Facility, and maintain it at 9 to 10 rooms occupied for 25 days

per month thereafter.y Begin development implementation for the ongoing funding needs of years two through five.

We have other, non-financial objectives as well:

y To provide a warm, comfortable, safe and engaging home for up to 14 permanentresidents. Ongoing feedback through the resident House Councils will give us a weeklyupdate on our progress.

y To provide skilled medical care in a similarly respectful atmosphere to our temporaryMedicare residents.

y To provide adequate training, mentoring and recompense to our caregiving staff to createjob satisfaction.

1.2 Mission

At Bright House, we promote the dignity and self-worth of all of our residents, and strive to givethem excellent quality of life, as defined by the residents, individually and as a group. To thatend, we encourage resident group decision-making through the House Councils, access to allareas of their homes here at Bright House, and self-determination in activities, socialization,and food preferences. Bright House is not just a caregiving facility²it is their home, and theircommunity.

We also value the time, skills, and expert opinions of our staff. We are committed to providingfair and living wages, reasonable, structured work schedules, and clear duties and spheres of rights and responsibilities for each team member. We do not expect staff to do work for whichthey are not trained; we do expect them to share their suggestions for improving any aspect of Bright House working operations or caregiving. We aim to provide jobs which not only providesustenance for our workers' families, but also allow them a space to make a difference in theworld around them, through caring and expert assistance to our community's most vulnerablemembers.

1.3 Keys to Success

We have identified four keys to success for Bright House:

y We offer more resident-oriented, small-scale, home-model care than our competitors;




Chart: Highlights

2.0 Organization Summary

Bright House is chartered as a nonprofit 501(C)(3) corporation in Middletown, CT, with the goalof providing holistic and respectful assisted living and skilled nursing home care to a smallgroup of elderly residents. Our primary location is the old Wayfield Bed and Breakfast, onFarmer's Road, which we have spent the last five months converting into a two building nursing

home facility in line with Eden Alternatives "Greenhouse" model for enlightened elder living.(See architectural drawing, attached.)

Our Medical Director, Doctor Mildred Johnson, M.D., M.S.W., of New Haven, is one of the mostrespected gerontologists in New England. She will be supported by four licensed practicalnurses, and six Elder Assistants, who will perform all non-clinical duties such as dailyassistance, laundry, cooking, and cleaning. Once a month, our contracted Nutritionist will visitthe retreat to give cooking lessons and to review individual residents' dietary needs. The entirestaff will meet with our Board of Directors three times a year to assess the staffing and other

needs of the facility.

Our Financial operations will be overseen by Madeleine Morgan, who has managed nonprofitfunding and payroll departments for 27 years (see attached resume). She will be supported bya full-time Medicare Liaison/Billing Specialist, and a part-time Development Officer.




the medical staff, we have established a facility that not only meets their medical and physicalneeds, but one that also nourishes their social connections, individual dignity, and personalpreferences. Each resident has a private room with bath, opening onto a central sharedcommon area containing the kitchen, living room, and dining room, where all meals are sharedcommunally at our 15 foot farm-style dining table.

Far more devastating than physical illness to our elders, is lack of purpose. Studies have shownover and over that seniors who are engaged in activities they find meaningful are far morelikely to retain mental acuity, physical health, and emotional well-being. Although the hospitalmodel tries to provide such stimulation, its "activities" are usually organized by staff, with littleor no input from "patients," and become just one more set of required tasks for all involved. At

Bright House, we have already begun working with prospective residents to identify areas of interest and methods of community involvement that will appeal to them.

2.2 Legal Entity

Bright House is chartered as a nonprofit 501(C)(3) corporation in Middletown, CT. Its Board of Directors is drawn from the local medical and community-organization communities.

Board of Directors

y President: Dr. Michael Medical, M.D.y Members: Laurie Law, Susie Social-Worker, M.P.H., John Leader.

2.3 Start-up Summary

Start-up Expenses

One of the largest items in our Start-up budget is a computerized medical records system.Preliminary designs of this system have already been constructed by DigInfoMedTel. In additionto the obvious benefit of allowing multiple care-team members to easily exchange informationas they change shifts, this system will allow our residents and staff to keep track of chronicconditions, monitor gradual but serious changes in condition which might be overlooked in day-to-day interactions, and corroborate quantifiable medical data for our Medicare patients in theskilled nursing facility.

Start-up Assets

Current (Short-term) Assets include $6,000 of start-up inventory (bedding, cleaning anddisposable medical supplies) and non-expensed, smaller medical equipment that will depreciatequickly, and will need to be replaced in year four or five.

Long-term assets include our existing location, the former Wayfield Bed and Breakfast,




y Standard monitoring equipment (blood pressure, sugar, etc.)y Call-button system

Furnishings:

For the common areas of both buildings, we will need couches, self-lifting recliners, tables, andchairs suitable to our residents' needs. We have allocated $35,000 for furnishing the fourcommon rooms.

Each private room will need a hospital-capable bed, linens, a dresser, and a phone, at theminimum. With the remaining funding, that leaves just over $6,000 per room. This budget will

allow us to provide attractive, functional, and comfortable surroundings to our residents in theirnew homes. Each bedroom in the main building will have enough remaining space thatresidents can bring plenty of familiar furniture with them (up to two side tables andwingback/reclining chairs, and a second dressing table or its equivalent).

Funding

To fund these start-up costs, we have secured a low-interest loan for $210,000, and have

collected donations and pledges in the amount of $291

,500. We have also included the value($400,000) of the Bright House property in the "donations collected" category to accuratelyreflect our assets. We must raise an additional $7,650 by January 1st to begin operations.

Chart: Start-up




2.4 Locations and Facilities

We have now nearly completed the five-month renovation of the former Wayfield Bed andBreakfast into our two main facilities. The main building will house our privately insured,assisted-living residents. The skilled nursing facility across the courtyard offers more intensivecare for post-operative and recovering temporary residents, as well as providing a setting forincreased care for our residents as needed.

Each resident in our assisted living retreat will have a private bedroom and bath, opening ontoa central social area containing the living room, dining room, and kitchen. We have two larger

rooms that can accommodate married couples who move in at the same time, for a total of 12rooms, holding up to 14 residents. Each room is wheelchair accessible, and can accommodatemaintenance machines such as oxygen.

The skilled nursing facility to the left of the main building can house up to eleven adults, and isthe only area of the facilities which will house residents receiving Medicare or Medicaidpayments. This part of Bright House has two purposes: as a short-term rehabilitation center forcommunity members recovering from surgery or medical emergencies; and as a full-servicenursing facility for residents who can no longer take care of their own needs sufficiently in the

main building. The continuity of location, social contact, and quality of care ensures that ourresidents will remain in the best possible surroundings when their needs are greatest.

Middletown, where we are situated, is centrally located 25 minutes from Hartford, and 30minutes from New Haven. Middletown is a small college town, with an ethnically andeconomically-varied population.

3.0 Services

We offer two services: Assisted Living and Skilled Nursing Care. We will begin providingservices in January of next year.

3.1 Service Description

Assisted LivingOur residents in the main building can expect respectful and caring assistance as they goabout the daily activities of their own choice²not those of an Activity Director, or nursing home

staff. The Elder Assistants, in addition to providing personal care, will also do their laundry,cook all meals (with optional resident assistance), and clean. These residents can expect thattheir new home will be just that²their own home, shared in community with other residents,who come together to socialize, air grievances, plan activities, and share their knowledge andwisdom with each other and all who choose to visit them. Our residents are welcome to havevisitors at any time between 7am and 9pm, and to plan outings whenever and wherever theyh h k f d f h h l h h h




Residents staying in our Skilled Nursing Care Facility will receive any necessary medications onthe schedule determined when they enter the facility, administered by our nursing staff, andoverseen by our Medical Director. They will be encouraged to take part in Bright House sociallife, including physically non-demanding activities in the Bright House garden, to speed theirrecovery and improve their sense of connection.

3.2 Alternative Providers

The many facilities in our area serving this population offer only hospital-model care facilities.Their strengths and weaknesses are described below, under Topic 4.3 - Service ProvidersAnalysis. Our nonprofit status and our alternative care model allow us to offer more resident-

oriented services at a better price, with a more satisfied and team-oriented staff, than thesefacilities can.

For our privately insured residents, we offer respectful and nurturing care, viewing the residentas a whole person, in a particular stage of their life's journey. For our Medicare residents, weoffer a more humane, but still medically-qualified, alternative to the drab prospects of astandard nursing home. And for their families, we offer peace of mind, and the knowledge thatoutside of in-home, full-time care, their loved ones are receiving the best possible dailyassistance in maintaining their preferred lifestyle.

3.3 Printed Collaterals

Our brochure (attached, 1) describes the services offered and includes "before" and(envisioned) "after" pictures of the Bed and Breakfast-turned-Elder Home.

Our fundraising packet (attached, 2) includes the brochure, Dr. Johnson's resume' and missionstatement, and testimonials from prospective residents and Dr. Johnson's colleagues.

Both of these will be reworked in June of next year, to bring donors and potential residents andtheir families up-to-date on our progress during the first year.

3.4 Technology

In addition to our advanced medical equipment, the main use of technology at Bright House willbe the installation and use of our computerized medical record system. The benefits of thissystem (described in the Start-up Summary, above) are numerous. The system will also allowresidents to access their own individual records with a password at will, to ensure that theyunderstand as much as they can about their own situation, and how to maintain their health.

We are working carefully with DigInfoMedTel to ensure that all of our technology meets HealthInsurance Portability and Accountability Act (HIPAA) standards before implementation. We willhold a series of HIPAA trainings with the software in mid-December to ensure that our staff is




to fishing, to electrical design (to name just a few of the many skills our current group of prospective residents have to offer).

After our first five years, on a firm financial footing, we would also like to find ways to reduceresident monthly costs to make such care available to families with more modest incomes.We envision using these initial years to gain the experience and teamwork necessary forestablishing the best caregiver/resident proportion.

4.0 Market Analysis Summary

We are basing our Market Analysis on data from Middlesex and Hartford counties, affluent

portions of which, such as Glastonbury, are within a short drive of our facility.

Base Numbers for private residents:

The current total population of residents 65 and older, according to the 2000 U.S. Census, is155,071 in Middlesex County, and 857,183 for the same group in nearby Hartford County. (Thepercentage of elderly in both counties is slightly higher than the 12.4% of the overallConnecticut population.) Our projections reduce that number by 70% to account for thosehealthy enough to care for themselves, or with family members able to care for them, leavingus with a total potential market of 303,676. We then reduce that number again by half to getthe total potential customers living within a 35 minute drive of Middletown (these are smallcounties, and we are situated at their juncture), leaving us with 151,838. Of these, we estimateroughly 8.5% will have the means ($150,000 or more family income) to pay for full-timeprivate care at our facility (based on the 2000 census data about Connecticut income).

This leaves us with roughly 12,906 nearby upper-income residents of Hartford and MiddlesexCounty who are 65 or older, and in need of medical or other daily assistance in their living

situation. To project into the future, we again looked to the 2000 Census. The Census'Projected Population of Connecticut is as follows:

1995 2000 2005 2015 2025

467,000 461,000 456,000 526,000 671,000

While the overall population of Connecticut is projected to decline over the next five years,

before rising again, we know that the proportion of the overall population age 75 and older (ourtarget market age) is slowly rising. We therefore include a modest projected increase inpotential customers of 1% over the next five years.

Medicare residents and short stays:




bracket, we get 40% of the population, or 60,735. We apply the same conservative 1% growthrate, below.

*This income range was chosen because it correlates with the kind of higher education levelsthat most families choosing non-hospital model skilled nursing care report. Although residentswith lower incomes may have a need for our service, they are traditionally less likely to seekout alternative care.

Chart: Market Analysis (Pie)

Table: Market Analysis

Market Analysis

2010 2011 2012 2013 2014 Potential Customers Growth CAGR

Privately-paying Full-time Residents 1% 12,906 13,035 13,165 13,297 13,430 1.00%

Medicar e Patients 1% 60,735 61,342 61,955 62,575 63,201 1.00%

Other 0% 0 0 0 0 0 0.00%




4.2 Target Market Segment Strategy

The overall populations we wish to serve are older people (65 and older), in need of dailyassistance, who value community and the contributions of their peers. Since Bright House willbecome their home, we especially are seeking residents willing to make this house a home, andlearn from and teach each other.

We also recognize that we must meet the somewhat different needs of our residents' families,who will help them make the decision to live with us, or recuperate here, and who will almostcertainly be contributing to the monthly payments necessary to provide for their care.

4.2.1 Market Trends

³In the old days, families just took care of families and that took care of the problem of aging,but we can no longer do that. Churches and other organizations can¶t always take up the slackin this area, and so we are left with public policy decisions about what happens.´

-Senator John Glenn, April 27, 1998 ³Elder Care Today and Tomorrow,´ Fielding Hearing of theU. S. Senate Special Committee on Aging, Columbus, Ohio

As mentioned in our Market Analysis, the percentage of the population over 75 is growingrapidly, thanks to better nutrition, preventative health care, and living conditions in our countryover the course of the last century, not to mention the Baby Boomers. At the same time, theincreasing kinds of career opportunities for women, and the growing cost of health care, havecontributed to a nursing shortage which threatens the quality of professionally-provided eldercare.

Phyllis Moen and Emma Detinger of Cornell University point out, in a paper for the Sloan Work

Family Policy Center, that the quote above, "...reflects an issue emanating from structural lag,as policies and practices fail to keep pace with changes in the workforce, in families, and ingender roles (Riley and Riley 1994, 2000). The organization of both work and career pathsreflects a continued reliance on the male breadwinner template, assuming a workforce withoutfamily responsibilities (Moen and Yu 2000). But the new reality is that almost half the workforceis now female, meaning that most workers²male and female²have no one at home to providecare to older ailing or infirm relatives, much less child care (see discussion in Harrington 1999and Moen 1992). Moreover, most cannot afford to purchase comprehensive, round-the-clockcare. The 21st century will witness concerns over childcare policies and practices morphing into

concerns over dependent care policies and practices²an amalgam of both childcare and eldercare."

4.2.2 Market Needs

The aging of the Baby Boomers is a well-known and much discussed fact of our times. More and




Our own experience, based on years of caring for elderly patients, is that people seekingassisted living care and skilled nursing care have many of the same needs:

y To be treated with respect and dignityy To be actively engaged in a community of some kindy To be involved in his/her own treatment and living plany To be cared for by skilled, medically-knowledgeable clinicians and caregivers, working as a

team

You may notice that our list of "needs" seems to go in the opposite order to that of mosthospital-model nursing homes; this is not an accident. Unfortunately, most of our elderly

population who need care are treated with the billing system's needs, and not their own, inmind.

Families' Needs

Similarly, the families of people seeking caring environments have their own set of needs theyare seeking to fulfill:

y Peace of mind about their loved-ones' physical and mental statey Relief from the time-consuming job of caring for their family members themselvesy Relief from the feelings of guilt which often overcome them when they find they do not have

the physical, emotional, or intellectual resources to personally provide appropriate care forthose they love

The big, unstated elephant-in-the-room for families seeking care is the feeling of being a baddaughter or son or spouse, who is not willing or able to put her life on hold to take care of amuch-loved family member. At Bright House, we do not seek to dismiss this feeling, but to

reassure families in everything we do that the choice to let us take care of their family memberis a loving, kind, and generous act.

4.3 Service Providers Analysis

There are a number of different options for families seeking nursing home care, from in-hospitalrecovery centers, to for-profit chains, to specialized care for people with Alzheimer's, AIDS,diabetes, and so on. The specialized care facilities, which are usually nonprofit, and offerindividualized nursing care, come closest to our care model, but are usually reserved for people

with a particular ailment in need of intensive medical assistance.

4.3.1 Organization Participants

There are 125 Medicare-licensed senior care providers within 25 miles of Middletown (out toHartford, Glastonbury, and Farmington). These can be broken down into four rough groups (in

M h d A i d Li i




4.3.2 Alternatives and Usage Patterns

Families choose one elder care facility over another for a variety of reasons. The most commonissues involved in their decision are distance from their home(s), affordability, quality of staff and facilities, and particular medical specialties necessary for their family member. Families willusually choose the highest level of care affordable within 45 minutes to one hour of theirhomes, in order to make visiting their family member easier.

4.3.3 Main Alternatives

The following three organizations are representative of the types described above:

Fox Hill Center, Rockville

y For-profit, part of a chainy 3.37 nursing staff hours/resident dayy 150 beds (not 150 rooms)y 11 deficiencies in Medicare inspection

Fox Hill Center is typical of the hospital-model nursing home. It is large (150 beds), for-profit,and has a fairly low rate of nursing hours per resident day. Its size makes it able to care formany patients, but often at the expense of individual attention.

Sister Anne Virginie Grimes Health Center, New Haven

y Nonprofit, religious based, located in a hospitaly 4.16 nh/rdy 125 beds

y 3 deficiencies

The Grimes Health Center, like many religious care centers, is nonprofit, and has a slightlyhigher rate of nursing hours per resident day than the for-profit centers, despite its large size.Quality of care, however, is noticeably higher (3 deficiencies in inspection, compared to 11 atFox Hill).

Leeway, Inc., New Haven

y Nonprofity 5.04 nh/rdy 40 bedsy 4 deficiencies

Leeway is a typical specialized private (not in a hospital) nonprofit care facility It is much

M h d A i t d Li i




Bright House offers a different management structure from that of the typical hospital-modelnursing home. Our primary caregivers, the 6 Elder Assistants, work as a self-managed team,meeting with the Medical Director and the nurse on-call every morning to coordinate care for

the coming day.

Although the Medical Director has the ultimate responsibility for the health and well-being of allresidents and visitors, the nursing and caregiving staff, with their different kinds of knowledgeabout the residents' physical, social, and mental well-being, are expected to note, discuss, andrecommend courses of action for all residents who, in their combined estimation, need help.

A 2001 study by the Robert Wood Johnson Foundation found that the small percentage of Chief

Nursing Officers reporting no nursing shortages in their facilities at the time of the study citedformalized programs focused on the needs of, and professional recognition for, their nursingstaffs as the reason for their adequate staffing. Our compensation packages, managementstructure, and caregiving requirements are designed to continually remind our LPNs and ElderAssistants how very valuable they are.

Dr. Mildred Johnson is our Medical Director. Dr. Johnson has served as the head of Gerontologyfor six years at The Connecticut Hospital, and oversaw the creation, last year, of their ElderAssistant training program, which provides certification for Certified Nursing Assistants (CNA) to

provide in-home hospice and respite care. Dr. Johnson has 20 years of experience working withelderly patients in this area, and has been integral in designing the physical layout,management structure, and priorities of Bright House.

The rest of our already-hired caregiving staff brings a whopping collective 75 years of professional experience in caring for elderly patients.

Financial Management:

Madeleine Morgan has been overseeing financial management of nonprofit organizations inConnecticut for 27 years. She became involved in our project when her mother developed along-term care plan with Dr. Johnson which included home-based hospice care. "I wisheveryone could have the same love and attention Dr. Johnson showed to my mother,"Madeleine said. Ms. Morgan will be in charge of all financial operations at Bright House,overseeing billing, personnel payment and benefits, and development efforts.

Advertising and Marketing:

We are fortunate to have a skilled public relations officer in our group. Janice Ruthers is aretired ad executive living in Middletown with her husband (a professor at the university). Shewill be working 20 hours per week in our offices as a volunteer for the first two years of ourplan, helping us design advertisements and brochures, and to plan events like our Open Housein December to let the public see the results of our efforts.





5.2 Caregiving Organizational Chart

5.3 Personnel Plan

One of the greatest stumbling blocks for traditional nursing homes is the dissatisfaction andhigh turnover rate of its staff. Given the current and foreseeable nursing shortages, this is anespecially troubling tendency. Our Personnel Plan reflects our committment to offeremployment that is not only meaningful, but compensates our employees fairly for their time,energy, and the emotional toll it takes to spend your days caring for others.

A study in 2000 by the Connecticut Legislative Program Review and Investigations Committee,the first to measure resident outcomes in relation to nursing staff levels, found residents wereat increased risk for malnutrition, bedsores, dehydration, and preventable hospitalizations whennursing staff levels dropped beneath 2.75 hours per resident day (this includes CertifiedNursing Assistants). In addition to its small size, which provides for individual attention, ourSkilled Nursing Care Facility's personnel plan will provide no less than 5 hours per resident dayof nursing attention.

Our assisted living retreat across the lawn will make use of these skilled nurses, but will rely for

the most part on the care and attention of our Elder Assistants, nursing aides with specialtraining for providing care in a holistic setting.

Our committment to fair, living wages is evident in our personnel plan. To ensure the bestpossible care for permanent and respite-care residents, all full-time staff positions include fullhealth benefits, sick leave, and two weeks paid vacation time per year, increasing with seniority





y 1 full-time Medical Director (Dr. Johnson)y 2 full-time LPNs (alternating 30- and 40-hour weeks²9pm to 7am, switching 4 and 3

days/week) (hired²will start training December)y 1 swing-shift LPN (35 hrs/week, 5-10pm) (still seeking)y 6 full-time Elder Assistants (5 CNAs with CPR and First Aid training are currently taking part

in our special Elder Care training; the sixth still needs to be hired)

We will also need administrative and development personnel:

y 1 full-time Financial Manager (Madeleine Morgan)y 1 part-time (20 hours/week) Medicare Billing Specialist (Abby Hannah²currently helping

to plan our computerized medical records system)y 1 part-time Development officer (Jessica Breindel)

Table: Personnel

Personnel Plan

FY 2011 FY 2012 FY 2013

Medical/Clinical Personnel Medical Dir ector $66,000 $66,000 $67,000

LPNs - Full-time 35-40 hrs, night $117,000 $118,000 $119,000

LPNs - swing shift, 30 hours, day $34,125 $58,500 $59,000

Subtotal $217,125 $242,500 $245,000

Car etaking Personnel

Elder Assistants $221,520 $223,000 $255,000

Other $0 $0 $0Subtotal $221,520 $223,000 $255,000

Administrative Personnel

Medicar e Liason / Billing Specialist $33,600 $34,000 $34,500

Financial Manager $64,800 $65,000 $65,500

Janice Ruthers - Part-time Marketing $0 $0 $0

Subtotal $98,400 $99,000 $100,000

Fundraising Personnel

Development Officer - Part-time $14,400 $15,000 $15,500

Name or Title or Group $0 $0 $0

Name or Title or Group $0 $0 $0

Subtotal $14,400 $15,000 $15,500





6.0 Strategy and Implementation Summary

We have set ourselves ambitious goals. The key to holding ourselves to these goals is to setconcrete, measurable milestones, with clear responsibilities and budgets, where applicable. Wehave already mentioned the ongoing caregiver meetings, House Councils, and other feedback tomeasure our caregiving performance.

The Milestones Chart, below, shows the concrete financial, marketing, and implementationgoals in graphic format. (Details can be found in the Milestones Table in the Appendix.)

Chart: Milestones

7.0 Financial Plan

As our Break-even Analysis (below) shows, Bright House would need 13 residents per month tobreak-even at current funding levels. We intend, of course, to do better than this.

7 1 Projections




g

shorter stays. We therefore are projecting reaching "capacity" of our eleven-bed facility at 10full beds.

Our resident monthly prices are based on the current Medicare nursing-hours-per-resident-dayrates for our kind of services. Medicare patients are billed at roughly $135/day for nursing care,not including the cost of any medication to be administered by our staff. Our private patientsare billed at a slightly higher rate to account for the low Medicare reimbursement rate, but alsoto pay for the extra benefits they receive as part of living at Bright House. Our rates areroughly 2/3 of our nearest competitors, the difference being made up for in donations, andsavings gained through staff retention and the use of highly trained, flexible, Elder Assistants.

The small size of our facility allows us a cost savings on maintenance and grounds.

One other important assumption concerns payables: We have assumed collection days of 60,which averages our private residents' monthly up-front payment, and the typical 60-90 dayreimbursement rate from Medicare.

7.3 Key Financial Indicators

We will be closely watching two things:

y Private Resident capacityy Medicare Billing payment rates and collection days

Table: Sales Forecast

Funding For ecast

FY 2011 FY 2012 FY 2013

Units

Assisted Living Main Residents 150 150 150

Medicar e Residents - Skilled Nursing Facility 94 96 98

Other 0 0 0

Total Units 244 246 248

Unit Prices FY 2011 FY 2012 FY 2013 Assisted Living Main Residents $3,200.00 $3,200.00 $3,200.00

Medicar e Residents - Skilled Nursing Facility $4,050.00 $4,050.00 $4,050.00

Other $0.00 $0.00 $0.00




g

Medicar e Residents - Skilled Nursing Facility $810.00 $931.50 $931.50

Other $0.00 $0.00 $0.00

Dir ect Cost of Funding

Assisted Living Main Residents $0 $0 $0

Medicar e Residents - Skilled Nursing Facility $76,140 $89,424 $91,287

Other $0 $0 $0

Subtotal Dir ect Cost of Funding $76,140 $89,424 $91,287




7.4 Projected Surplus or Deficit

The projected surplus and deficit follows, below.

Chart: Surplus Monthly

Chart: Gross Surplus Yearly




Table: Surplus and Deficit

Surplus and Deficit

FY 2011 FY 2012 FY 2013

Funding $860,700 $868,800 $876,900

Dir ect Cost $76,140 $89,424 $91,287

Medical/Clinical Payroll $217,125 $242,500 $245,000

Non-r eusable Medical Equipment $4,800 $5,000 $5,000

#NAME? $0 $0 $0

Total Dir ect Cost $298,065 $336,924 $341,287

Gross Surplus $562,635 $531,876 $535,613

Gross Surplus % 65.37% 61.22% 61.08%

Operating Expenses

Car etaking Expenses

Car etaking Payroll $221,520 $223,000 $255,000Groceries $16,800 $18,000 $20,000

Cleaning Supplies $1,200 $1,200 $1,300

Other Car etaking Expenses $0 $0 $0

Total Car etaking Expenses $239,520 $242,200 $276,300

Car etaking % 27.83% 27.88% 31.51%

Administrative Expenses

Administrative Payroll $98,400 $99,000 $100,000Other Expense Account Name $0 $0 $0

Depr eciation $1,200 $1,500 $1,800

Property Taxes $12,000 $13,000 $14,000

Utilities $24,000 $25,000 $26,000

Insurance $14,400 $15,000 $15,000

Payroll Taxes $82,717 $86,925 $92,325

Grounds and Building Upkeep $4,800 $5,000 $5,000

Other $0 $0 $0

Total Administrative Expenses $237,517 $245,425 $254,125Administrative % 27.60% 28.25% 28.98%

Fundraising Expenses:

Fundraising Payroll $14,400 $15,000 $15,500

Brochures Marketing $800 $1 000 $500




Inter est Expense $20,479 $17,200 $13,450

Taxes Incurr ed $0 $0 $0

Net Surplus $49,919 $11,051 ($24,262) Net Surplus/Funding 5.80% 1.27% -2.77%

7.5 Break-even Analysis

The following Break-even Analysis table shows that with our forecasted operating expenses,including personnel, we need to serve 13 residents to cover costs. We plan to reach this fairly

conservative goal by the second month of operations (see the Resident Forecast, above).

Table: Break-even Analysis

Br eak-even Analysis

Monthly Units Br eak-even 13

Monthly Revenue Br eak-even $45,001

Assumptions:

Average Per-Unit Revenue $3,527.46

Average Per-Unit Variable Cost $312.05

Estimated Monthly Fixed Cost $41,020

Chart: Break-even Analysis




7.6 Projected Cash Flow

Our projected Cash Flow follows. Of special note are plans to sell off two back acres at the far

south end of the property in July to local developers who have approached us about planningtwo large, single-family residences. (Developers' sketches included in appendix.)

Also of note are future fundraising plans: With the help of our Development Officer, we planfundraising campaigns in years two and three of $35,000 and $40,000, respectively. Thesefunds will contribute to our forecasted long-term loan payments, since we plan to pay off theprincipal ahead of schedule.

Our projected fundraising goals and anticipated expenses are conservative, including only amodest expected increase in income from residents in years two and three; yet, even at theselevels, our plan maintains a healthy, positive cash balance throughout.

Table: Cash Flow

Pro For ma Cash Flow

FY 2011

FY 2012

FY 2013

Cash Received

Cash from Operations

Cash Funding $645,525 $651,600 $657,675

Cash from Receivables $173,236 $216,805 $218,830

Subtotal Cash from Operations $818,761 $868,405 $876,505

Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0

New Curr ent Borrowing $5,000 $0 $0

New Other Liabilities (inter est-fr ee) $0 $0 $0

New Long-ter m Liabilities $0 $0 $0

Sales of Other Curr ent Assets $0 $0 $0

Sales of Long-ter m Assets $25,000 $0 $0

New Investment Received $0 $35,000 $40,000

Subtotal Cash Received $848,761 $903,405 $916,505

Expenditur es FY 2011 FY 2012 FY 2013

Expenditur es from Operations

C h S ending $551 445 $579 500 $615 500




Purchase Other Curr ent Assets $0 $0 $0

Purchase Long-ter m Assets $0 $0 $0

Dividends $0 $0 $0

Subtotal Cash Spent $819,546 $891,857 $937,923

Net Cash Flow $29,215 $11,549 ($21,418) Cash Balance $107,215 $118,764 $97,346

Chart: Cash




7.7 Projected Balance Sheet

Our Balance Sheet shows a continued high net worth, reflecting the value of our property,

facility, and medical and communication assets.

Table: Balance Sheet

Pro For ma Balance Sheet

FY 2011 FY 2012 FY 2013

Assets

Curr ent Assets

Cash $107,215 $118,764 $97,346

Accounts Receivable $41,939 $42,334 $42,729

Inventory $8,100 $8,883 $7,882

Other Curr ent Assets $31,000 $31,000 $31,000

Total Curr ent Assets $188,254 $200,981 $178,957

Long-ter m Assets

Long-ter m Assets $725,000 $725,000 $725,000

Accumulated Depr eciation $1,200 $2,700 $4,500

Total Long-ter m Assets $723,800 $722,300 $720,500

Total Assets $912,054 $923,281 $899,457

Liabilities and Capital FY 2011 FY 2012 FY 2013

Curr ent Liabilities

Accounts Payable $22,635 $22,811 $23,249

Curr ent Borrowing $4,500 $4,500 $4,500

Other Curr ent Liabilities $0 $0 $0

Subtotal Curr ent Liabilities $27,135 $27,311 $27,749

Long-ter m Liabilities $185,000 $150,000 $110,000

Total Liabilities $212,135 $177,311 $137,749

Paid-in Capital $699,150 $734,150 $774,150

Accumulated Surplus/Deficit ($49,150) $769 $11,820

Surplus/Deficit $49,919 $11,051 ($24,262)

Total Capital $699,919 $745,970 $761,708



Curr ent Liab. to Liab. 0.13 0.15 0.20 n.a

Liquidity Ratios

Net Working Capital $161,119 $173,670 $151,208 n.a Inter est Coverage 3.44 1.64 -0.80 n.a

Additional Ratios

Assets to Funding 1.06 1.06 1.03 n.a Curr ent Debt/Total Assets 3% 3% 3% n.a

Acid Test 5.09 5.48 4.63 n.a Funding/Net Worth 1.23 1.16 1.15 n.a Dividend Payout 0.00 0.00 0.00 n.a

Appendix



Page 1

Table: Sales Forecast

Funding For ecast

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Units

Assisted Living Main Residents 0% 8 10 10 12 12 14 14 14 14 14 14 14

Medicar e Residents - Skilled Nursing Facility 0% 3 4 4 6 8 9 10 10 10 10 10 10

Other 0% 0 0 0 0 0 0 0 0 0 0 0 0

Total Units 11 14 14 18 20 23 24 24 24 24 24 24

Unit Prices Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Assisted Living Main Residents $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00

Medicar e Residents - Skilled Nursing Facility $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00 $4,050.00

Other $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Funding

Assisted Living Main Residents $25,600 $32,000 $32,000 $38,400 $38,400 $44,800 $44,800 $44,800 $44,800 $44,800 $44,800 $44,800

Medicar e Residents - Skilled Nursing Facility $12,150 $16,200 $16,200 $24,300 $32,400 $36,450 $40,500 $40,500 $40,500 $40,500 $40,500 $40,500

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Funding $37,750 $48,200 $48,200 $62,700 $70,800 $81,250 $85,300 $85,300 $85,300 $85,300 $85,300 $85,300

Dir ect Unit Costs Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Assisted Living Main Residents 0.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Medicar e Residents - Skilled Nursing Facility 20.00% $810.00 $810.00 $810.00 $810.00 $810.00 $810.00 $810.00 $810.00 $810.00 $810.00 $810.00 $810.00

Other 20.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Dir ect Cost of Funding

Assisted Living Main Residents $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Medicar e Residents - Skilled Nursing Facility $2,430 $3,240 $3,240 $4,860 $6,480 $7,290 $8,100 $8,100 $8,100 $8,100 $8,100 $8,100

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Appendix



Page 2

Subtotal Dir ect Cost of Funding $2,430 $3,240 $3,240 $4,860 $6,480 $7,290 $8,100 $8,100 $8,100 $8,100 $8,100 $8,100

Appendix



Page 3

Table: Personnel

Personnel Plan


Medical/Clinical Personnel

Medical Dir ector 100% $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500

LPNs - Full-time 35-40 hrs, night 200% $9,750 $9,750 $9,750 $9,750 $9,750 $9,750 $9,750 $9,750 $9,750 $9,750 $9,750 $9,750

LPNs - swing shift, 30 hours, day 100% $0 $0 $0 $0 $0 $4,875 $4,875 $4,875 $4,875 $4,875 $4,875 $4,875

Subtotal $15,250 $15,250 $15,250 $15,250 $15,250 $20,125 $20,125 $20,125 $20,125 $20,125 $20,125 $20,125

Car etaking Personnel

Elder Assistants 600% $15,600 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal $15,600 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720

Administrative Personnel

Medicar e Liason / Billing Specialist 100% $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800 $2,800

Financial Manager 100% $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400

Janice Ruthers - Part-time Marketing 100% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200

Fundraising Personnel

Development Officer - Part-time 100% $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200

Name or Title or Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Name or Title or Group $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200

Total People 13 13 13 13 13 14 14 14 14 14 14 14

Total Payroll $40,250 $43,370 $43,370 $43,370 $43,370 $48,245 $48,245 $48,245 $48,245 $48,245 $48,245 $48,245

Appendix

T bl S l d D fi it



Page 4

Table: Surplus and Deficit

Surplus and Deficit


Funding $37,750 $48,200 $48,200 $62,700 $70,800 $81,250 $85,300 $85,300 $85,300 $85,300 $85,300 $85,300

Dir ect Cost $2,430 $3,240 $3,240 $4,860 $6,480 $7,290 $8,100 $8,100 $8,100 $8,100 $8,100 $8,100

Medical/Clinical Payroll $15,250 $15,250 $15,250 $15,250 $15,250 $20,125 $20,125 $20,125 $20,125 $20,125 $20,125 $20,125

Non-r eusable MedicalEquipment $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400

#NAME? $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Dir ect Cost $18,080 $18,890 $18,890 $20,510 $22,130 $27,815 $28,625 $28,625 $28,625 $28,625 $28,625 $28,625

Gross Surplus $19,670 $29,310 $29,310 $42,190 $48,670 $53,435 $56,675 $56,675 $56,675 $56,675 $56,675 $56,675

Gross Surplus % 52.11% 60.81% 60.81% 67.29% 68.74% 65.77% 66.44% 66.44% 66.44% 66.44% 66.44% 66.44%

Operating Expenses

Car etaking Expenses

Car etaking Payroll $15,600 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720 $18,720

Groceries $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400

Cleaning Supplies $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100

Other Car etaking Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Car etaking Expenses $17,100 $20,220 $20,220 $20,220 $20,220 $20,220 $20,220 $20,220 $20,220 $20,220 $20,220 $20,220

Car etaking % 45.30% 41.95% 41.95% 32.25% 28.56% 24.89% 23.70% 23.70% 23.70% 23.70% 23.70% 23.70%

Administrative Expenses

Administrative Payroll $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200 $8,200

Other Expense Account Name $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Depr eciation $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100

Property Taxes $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000

Utilities $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000

Appendix



Page 5

Insurance $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200

Payroll Taxes 15% $6,038 $6,506 $6,506 $6,506 $6,506 $7,237 $7,237 $7,237 $7,237 $7,237 $7,237 $7,237

Grounds and Building Upkeep 15% $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Administrative Expenses $18,938 $19,406 $19,406 $19,406 $19,406 $20,137 $20,137 $20,137 $20,137 $20,137 $20,137 $20,137

Administrative % 50.17% 40.26% 40.26% 30.95% 27.41% 24.78% 23.61% 23.61% 23.61% 23.61% 23.61% 23.61%

Fundraising Expenses:

Fundraising Payroll $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200

Brochur es, Marketing $800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Fundraising Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Fundraising Expenses $2,000 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200

Fundraising % 5.30% 2.49% 2.49% 1.91% 1.69% 1.48% 1.41% 1.41% 1.41% 1.41% 1.41% 1.41%

Total Operating Expenses $38,038 $40,826 $40,826 $40,826 $40,826 $41,557 $41,557 $41,557 $41,557 $41,557 $41,557 $41,557

Surplus Befor e Inter est andTaxes ($18,368) ($11,516) ($11,516) $1,365 $7,845 $11,878 $15,118 $15,118 $15,118 $15,118 $15,118 $15,118

EBITDA ($18,268) ($11,416) ($11,416) $1,465 $7,945 $11,978 $15,218 $15,218 $15,218 $15,218 $15,218 $15,218

Inter est Expense $1,821 $1,808 $1,792 $1,775 $1,750 $1,725 $1,696 $1,671 $1,646 $1,621 $1,596 $1,579

Taxes Incurr ed $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Surplus ($20,188) ($13,324) ($13,307) ($411) $6,095 $10,153 $13,422 $13,447 $13,472 $13,497 $13,522 $13,539

Net Surplus/Funding -53.48% -27.64% -27.61% -0.65% 8.61% 12.50% 15.74% 15.76% 15.79% 15.82% 15.85% 15.87%

Appendix

Table: Cash Flow



Page 6

Table: Cash Flow

Pro For ma Cash Flow


Cash Received

Cash from Operations

Cash Funding $28,313 $36,150 $36,150 $47,025 $53,100 $60,938 $63,975 $63,975 $63,975 $63,975 $63,975 $63,975

Cash from Receivables $0 $315 $9,525 $12,050 $12,171 $15,743 $17,787 $20,346 $21,325 $21,325 $21,325 $21,325

Subtotal Cash from Operations $28,313 $36,465 $45,675 $59,075 $65,271 $76,680 $81,762 $84,321 $85,300 $85,300 $85,300 $85,300

Additional Cash Received

Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Curr ent Borrowing $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Other Liabilities (inter est-fr ee) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Long-ter m Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sales of Other Curr ent Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sales of Long-ter m Assets $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0

New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Cash Received $33,313 $36,465 $45,675 $59,075 $65,271 $76,680 $106,762 $84,321 $85,300 $85,300 $85,300 $85,300

Expenditur es Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Expenditur es from Operations

Cash Spending $40,250 $43,370 $43,370 $43,370 $43,370 $48,245 $48,245 $48,245 $48,245 $48,245 $48,245 $48,245

Bill Payments $505 $15,244 $17,734 $18,145 $21,314 $22,879 $23,588 $24,315 $23,507 $23,482 $23,457 $23,432

Subtotal Spent on Operations $40,755 $58,614 $61,104 $61,515 $64,684 $71,124 $71,833 $72,560 $71,752 $71,727 $71,702 $71,677

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Principal Repayment of Curr entBorrowing $500 $500 $1,000 $1,000 $1,000 $1,000 $500 $0 $0 $0 $0 $0

Appendix

Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0



Page 7

Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Long-ter m Liabilities PrincipalRepayment $1,000 $1,000 $1,000 $1,000 $2,000 $2,000 $3,000 $3,000 $3,000 $3,000 $3,000 $2,000

Purchase Other Curr ent Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Purchase Long-ter m Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Cash Spent $42,255 $60,114 $63,104 $63,515 $67,684 $74,124 $75,333 $75,560 $74,752 $74,727 $74,702 $73,677

Net Cash Flow ($8,943) ($23,649) ($17,430) ($4,440) ($2,413) $2,556 $31,429 $8,761 $10,548 $10,573 $10,598 $11,623

Cash Balance $69,057 $45,408 $27,978 $23,539 $21,126 $23,682 $55,111 $63,873 $74,421 $84,994 $95,592 $107,215



Appendix

Net Worth $650,000 $629,812 $616,488 $603,181 $602,770 $608,865 $619,018 $632,440 $645,888 $659,360 $672,858 $686,380 $699,919



Page 9

Appendix

Table: Milestones



Page 10

Milestones

Milestone Start Date End Date Budget Manager Department Collect Pledges for Remaining Funds 4/8/2011 8/30/2004 $0 Br eindel Department Finalize Agr eements w/ Medical Suppliers 7/30/2004 9/30/2004 $0 Mor gan Department Finish All Remodeling 6/23/2004 8/15/2004 $5,000 Mor gan, Ruthers Department Buy Fur nishings 8/15/2004 11/1/2004 $0 Mor gan, Ruthers, Johnson Department Inspection 11/1/2004 11/15/2004 $0 Johnson Department Collect Donations Pledged 7/26/2004 11/15/2004 $0 Br eindel, Mor gan Department Install-Test Computerized Medical System 9/1/2004 10/30/2004 $0 Hannah Department Place Ads in Hartford Courant 10/1/2004 10/15/2004 $450 Ruthers Department Finish Brochur es 9/1/2004 11/1/2004 $2,000 Ruthers Department Test Billing System 10/15/2004 11/10/2004 $0 Mor gan, Hannah Department Finish Hiring Process 8/1/2004 12/15/2004 $0 Mor gan, Johnson Department Alter native Car e Model Staff Training 12/1/2004 1/1/2005 $5,000 Johnson Department Open House 12/10/2004 12/20/2004 $0 Ruthers Department First Residents Move in 1/1/2005 1/5/2005 $0 ABC Department First Operational Review 1/15/2005 1/30/2005 $0 Johnson, Mor gan Department House Councils Begin 1/20/2005 1/20/2005 $0 Johnson, Elder Assistants Department Assisted Living Facility Full 6/1/2005 6/1/2005 $0 Johnson, Mor gan, Ruthers Department Add "What's New" Pamphlet to Brochur es 6/1/2005 6/20/2005 $200 Ruthers Department Totals $12,650

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