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Here is helpfull information if your seeking money for study. I hope this helps.

 Apply For A Pell Grant

Thanks,

Duke

Working with and finding affordable housing in the Low Country of Charleston, Sc area, brings promising predictions of value based homes with education driven goals for new prospects in a developmental growth period, as working familes are choosing to work and live in this area of diverse population, and magnificent industry. Our competitors do not offer anything in what FANPF offers. Our program is in the same relm as " Habitat For Humanity" where a client serves 500 hours of manual labor in return for an affordable home. Where FANPF offers a slightly different approach. For 300 hours of labor a client helps remodel an exisiting home that was recently foreclosed and re-purchased. Landscape, new roofs, new interior paint, new flooring, carpet, tile, new energy efficient A/C Heater, new windows. Virtualy anything in the home that needs updating to an efficient enviormentaly stable home turned green. In return for the labor of their fruits, they will be offered an affordable home, with great rates, and the cycle repeats. They will also have to complete a money management course, and complete a rebuild credit course, and lastly be able to maintain steady employment.
______________

Company Summary
FANPF will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mr Duke Peebles, Former Resort Hostpitality Manager , and has exstensive working knowledge and managerial abilities in the construction, real estate and hospitality field's, turned entrepenuer most of his adult life.

The company plans to be leveraged through Grants, and a limited number of private investments. The company will house its main office in Charleston, SC. The facility will include a conference room, office spaces and teaching areas. FANPF expects to begin buying affordable foreclosures full time in June of 2009.

FANPF has a complete business plan to submit to agencies and local officials for review. If you have an interest in helping  (Pointing FANPF) in the right direction, this will be greatly appriciated.

Sincerely,

Duke Peebles

Founder of FANPF

First Ameri Notes & Property Foundation

Charleston, Sc 29423

Executive Summary
Introduction
First Ameri Notes & Property Foundation, LLC (FANPF) is a start-up company in the Charleston, SC area. It is the mission of FANPF to provide affordable real estate  in the established Low Country Community purchasing foreclosed homes at wholesale, Tax Foreclosures and reselling them at an affordable rate to working families, located to the Most Easten Part of the scenic East Coast, Charleston, SC.  Charleston SC is a Super Port. FANPF is a full service real estate, mortgage, Private Non-Profit company.

The Company
FANPF will be a Non-Profit (501) (3) (C) (limited liability partnership registered in the state of Delaware for tax purposes). Its founder is Mr Duke Peebles, Former Resort Hostpitality Manager , and has many working and managerial abilities in the construction field, turned entrepenuer most of his adult life.  His wife Deb Peebles has been in the administravtive positions including hospitals,and for  doctors, attorneies, collection agencies, insurance companies, construction companies, and is currently working for a union with insurance billing.

The company plans to be leveraged through Grants, and a limited number of private investments. The company expects to begin buying affordable foreclosures full time in June of 2009.

The company's main clients will be working families looking for a community that can offer significant services for their families and income levels. Since Mr Peebles is within this demographic group and knows and understands this market's needs, he believes that he can appeal to such clients far more than most other competitors.

The Services
FANPF offers comprehensive real estate, mortgage, and private real estate buys to our diverse clients.  We have been net working with Kemp Hooper President and owner of  Coastal One Day Funding, LLC, (CODF) as our sponsor in the all of the Low Country Area Community, FANPF will have a premier position as the dominant buyer and seller of foreclosed homes, condos, and apartment buildings. In addition we will offer a full range of services to facilitate the purchasing and selling of real estate including the following:

Home search database.
Moving consulting, quotes, planning, etc.
Mortgage consulting and loan preapproval.
Community information.
Title transfer.
Obtaining a comparative market analysis for potential sellers and buyers.
Appraising.
Property preparation.

The Market
The working family industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 30 is at an all time high of 21% and is growing at an average rate of 3% each year. In certain parts of the country like the American Southwest, which has a medial concentration of working family communities, the growth rate is about 8%. This percentage is also expected to grow as the second generation of the "baby boomers" generation begins to reach retirement age in the next  two or three decades. It is estimated by the U.S. Census Bureau that the working family industry, that includes homes, medical facilities, specialty equipment, entertainment services, etc., accounts for 4.8 billion dollars each year.

Financial Considerations
Start-up expenses and funding required are more than modest. They need to be modestly aggressive. They include expenses and the rest in cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will need to come from Grants obtained, and a small amount of outside private investors and management investment, however, we have through our spnsor CODF, current borrowing from Bank of America Commercial Investments, running a long-term intrest only loan.

The company expects to reach profitability in the first year and does not anticipate any serious cash flow problems. We conservatively believe that during the first three years, average profitability per month per segment will be adequate. We expect that about two sales per month will guarantee a break-even point.

1.1 Mission
It is the mission of FANPF to provide quality affordable real estate owned in the established community of the Low Country , located to the Eastern Coast of South Carolina. FANPF will quickly become a full Non Profit agency offering affordable real estate, mortgage services.

1.2 Keys to Success
FANPF's keys to long-term survivability and profitability are as follows:

Establish and maintain close contacts with residential real estate listing services, and all other service organizations that FANPF uses, such as Coastal One Day Funding mortgage service company.
Keeping close contact with clients and establishing a well functioning long-term relationship with them to generate repeat business and obtain a top notch reputation.
Establish a comprehensive service experience for our clients that includes consultation, appraisal, sale preparation, community information, moving consultation, etc.

1.2-A Real Scenerio

While home owners are grappling with the banks and laws to avoid foreclosures and save their homes, many tenants or renters are also getting heavily affected. Defaulting home owners have to face the heat of their renters on one side and the fury of foreclosure on the other.

No matter what the reasons for default, many renters are facing the wrath of the foreclosures though they are paying their rental charges and dues to the home owners in time. Tenants are being asked to vacate their homes for no fault of their own.

One distressed tenant, Vicki Raiter narrates her story and that it all began just a day after Christmas when her Comcast, (which includes TV, Telephone and Internet) was shut down. This service charge was included in the rent she paid to her landlord.

Subsequently, the electric company sent warnings that the power supply would be shut down and then garbage pick-ups stopped.

Since all these facilities were already included in the rent, she called the owner and demanded the restoration of the utilities and said that when she is paying all her dues, the owner should also adhere to his responsibilities towards the tenant.

To this the owner said that she pay the bills and that would be deducted from the January rent. Two weeks later Vicki received a notice stating the house she rented was under foreclosure. Vicki is on a fixed income and stays with her mother, who is suffering for a terminal cancer. She feels that her deposit and the additional payout will not be returned to her as the landlord is not even answering her calls.

To add to her woes, she was told by the Attorney General, Washington State that she has no rights as she is not dealing with the owner but with the bank.

Though the owner is trying to work something out, many legal experts opine that it is better to get a credit check of the landlord too while the tenants are also required to furnish one. One can also try negotiating with the bank on the foreclosure process, but there is no guarantee that this will help. The reason for this is that tenants will rarely have the funds required to help avert the foreclosure or buy the home they are living in. It will be difficult for them to negotiate with the bank.

That is where FANPF comes in to purchase foreclosed homes and re-establish working families with opportunities that were not placed before them. Hind-sight,

1.3 Objectives
The three year goals for First Ameri Notes & Property Foundation (FANPF) are the following:

Achieve break-even by year two.
Finalize and then expand our contract with CODF. to broker real estate property in the Charleston Low Country area.
Establish minimum 95% client satisfaction rate to establish long-term relationships with our clients and create word-of-mouth marketing.

Working with and finding affordable housing in the Low Country of Charleston, Sc area, brings promising predictions of value based homes with education driven goals for new prospects in a developmental growth period, as working familes are choosing to work and live in this area of diverse population, and magnificent industry. Our competitors do not offer anything in what FANPF offers. Our program is in the same relm as " Habitate For Humanity" where a client serves 500 hours of manual labor in return for an affordable home. Where FANPF offers a slightly different approach. For 300 hours of labor a client helps remodel an exisiting home that was recently foreclosed and re-purchased. Landscape, new roofs, new interior paint, new flooring, carpet, tile, new energy efficient A/C Heater, new windows. Virtualy anything in the home that needs updating to an efficient enviormentaly stable home turned green. In return for the labor of their fruits, they will be offered an affordable home, with great rates, and the cycle repeats. They will also have to complete a money management course, and rebuild their credit course, and lastly be able to maintain steady empolyment.
______________

Company Summary
FANPF will be a Non-Profit (501)(C) (3) limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mr Duke Peebles, Former Resort Hostpitality Manager , and has much working knowledge and managerial abilities in the construction, real estate and hospitality field's, turned entrepenuer most of his adult life.

The company plans to be leveraged through Grants, and a limited number of private investments. The company will house its main office in Charleston, SC. The facility will include a conference room and office spaces. FANPF expects to begin buying affordable foreclosures full time in June of 2009.

FANPF's main clients will be working families looking for a community that can offer significant services for their families and income levels. Since Mr Peebles is within this demographic group and knows and understands this market's needs, he believes that he can appeal to such clients far more than most other competitors.

2.1 Company Ownership
The company will be jointly owned by Mr Duke Peebles and his wife Deb Peebles, who will be putting up equal amounts of equity. All other financing will come from Grants and some private giving.

2.2 Start-up Summary
Start-up expenses and funding required. This includes expenses and the rest in cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have obtained current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-term loan through Valley National Bank will be paid off in ten years.

Start-up Requirements 
 
Start-up Expenses 
Legal $800 
Insurance $1,500 
utilities $200 
Rent $3,000 
Accounting and bookkeeping fees $2,000 
Expensed equipment $8,000 
Advertising $6,500 
Other $8,000 
Total Start-up Expenses $30,000 
 
Start-up Assets 
Cash Required $550,000 
Other Current Assets $3,500 
Long-term Assets $5,000 
Total Assets $558,500 
 
Total Requirements $588,500 
Start-up Funding
Start-up Expenses to Fund $30,000 
Start-up Assets to Fund $558,500 
Total Funding Required $588,500 
 
Assets  
Non-cash Assets from Start-up $8,500 
Cash Requirements from Start-up $44,500 
Additional Cash Raised $0 
Cash Balance on Starting Date $44,500 
Total Assets $53,000 
 
 
Liabilities and Capital 
 
Liabilities 
Current Borrowing $15,000 
Long-term Liabilities $45,000 
Accounts Payable (Outstanding Bills) $3,000 
Other Current Liabilities (interest-free) $0 
Total Liabilities $63,000 
 
Capital 
 
Planned Investment 
Mr Duke Peebles $10,000 
Mrs. Deb Peebles $10,000 
Additional Investment Requirement $0 
Total Planned Investment $20,000 
 
Loss at Start-up (Start-up Expenses) ($30,000)
Total Capital ($10,000)
 
 
Total Capital and Liabilities $588,500  
 
Total Funding  $588,500 
______________

Services
The Services
FANPF offers comprehensive real estate, mortgage, and private real estate buys to our diverse clients.  We have been net working with Kemp Hooper President and owner of  Coastal One Day Funding, LLC, (CODF) as our sponsor in the all of the Low Country Area Community, FANPF will have a premier position as the dominant buyer and seller of foreclosed homes, condos, and apartment buildings. In addition we will offer a full range of services to facilitate the purchasing and selling of real estate including the following:

Home search database.
Moving consulting, quotes, planning, etc.
Mortgage consulting and loan preapproval.
Community information.
Title transfer.
Obtaining a comparative market analysis for potential sellers and buyers.
Appraising.
Property preparation.

Much of the company's services will be outsourced. This includes title transfer, loan approval, appraising and market analysis services. Title transfer will be handled by TNT Legal Services, loan approval by GMC Credit Co. and appraising and market analysis by Templar Real Estate Services. Each of these companies encourage independent agents to use their services and all have a proven track record in terms of affordability and service. These companies have also been selected because they charge a flat monthly rate. Management includes this rate in the profit and loss statement under other expenses.

Our first priority is to help the distressed seller set a realistic price on their property more than likely (wholesale). But like most of us who have invested untold hours of time and energy into our property it may be difficult to remain objective when it's time to price it and put it up for resale. There's a good reason for this. Usually property owners have much more than dollars and cents tied up in a home - an individual commitment that makes it a highly valued personal statement. But value becomes a reflection of the buyer's perspective as well when that property is put up for sale...and pride of ownership may not translate to market value.

Further more as the rise of foreclosures tilting the already saturated market,  We will already assume this is a buyers market ( A real estate cycle where there are more sellers of properties than there are buyers. this situation can give buyers more opportunities to buy choice properties at lower prices. We will in some unique cases be able to objectively show prudence to some pre-foreclosure-ees to quickly buy the home saving it from foreclosure, thus saving their credit. We will also have opportunities to purchase REO's (real estate owned  properties from banks) and private entities at a wholesale offering.

Typically when traditional house hunting, the buyer will shop the market, compare available homes, and try to find the very best value. Consequently, when the seller is ready to list their home, they need to step back and sharpen their focus. Look at the home objectively and price it competitively. This is where a typical real estate agent involved listing it on MLS then hoping they will be able to show the house on the saturated flooded market. That is why we are here, FANPF is different. We offer real estate that we will own at an affordable rate. We will also offer a repair and education program that the client will have to go through in order to qualify for a house. 

Listing property 5%  above current market value gives it a sales advantage that is ten times greater than if priced at 15-20% above when dealing with the traditional curent market, thus gives the working families opportunities they would not have had otherwise. That's a statistic that can't be overlooked. An overpriced home will suffer from lack of exposure, and the longer it remains on the market the more difficult it will be to sell, and when that happens more than likely foreclosure would be eminent. And it will remain so, even after price reductions are taken to attract buyers. That is a common practice that the traditional real estate agent overlooks time and time again. And thats where we will have the upperhand. There are no programs out there that offer what we offer for the working family.

That is why it is very important to determine an accurate and objective market value for every property. We'll work with the buyers and sellers closely to achieve that, and to maximize their opportunities to sell their home at the best possible price within acceptable time frame strategy.
________________

Market Analysis Summary
FANPF will be concentrating on only one market segment. This will be the working family market consisting of those individuals and couples seeking to live and work in the Charleston SC Low Country area. As a working family man himself,  Mr Peebles deals with the very issues that his clients do, thus providing insight and opportunities to better assist his clients.

The working familyt industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. It is estimated by the U.S. Census Bureau that the working family industry, that includes homes, medical facilities, specialty equipment,  entertainment services, etc., accounts for 4.8 billion dollars each year.

The working family home industry consists of thousands of small housing communities. These communities range from those owned by major factories to name-brand firms to tens of thousands of small, one-location firms and multi-family dwellings (apt complex communites).

FANPF believes that the greatest threat at the moment is more working families paying rent to landlords, and landlords suffering and loosing their rentals to foreclosure to the market on this downward slope to the working family industry. The most likely candidates will be new working families relocating to our area . However, the one major advantage FANPF has is networking ability in Charleston SC and the surrounding Communities. FANPF can offer working families a chance for home ownership through an educated repair and reclaim opportunity. Working with these families gives them the greast chance to own an affordable home with low interest rates and opportunites they would not have had otherwise. However, due to the high number of foreclosures in South Carolina and the overall low profitability of each private investor, competition is quite intense.

Our most serious competitors are Private investors claiming "We Buy Ugly Houses". These Private investors effect us most because of their higher capitalization or geographical proximity. However time and time again they show no long term value in educating their clients in time management. Just as asuredly underpricing sellers, and over pricing buyers with a rent to own program. thus indeed proving that those types of values will not be word of mouth.

4.1 Market Segmentation

FANPF will be concentrating exclusively on the Working Family market segment. This means the company will be focused on buying and selling real estate to those seeking to Charleston, SC. Low Country area. This market segment has special needs and is almost always looking to find affordable homes in safer communities that serve those special needs such as medical, dining, entertainment, shopping, and other such facilities. CODF Being the dominant broker for the Charleston SC, Low Country community will allow FANPF to fulfill those needs.

The market analysis table and graph which follows shows the number of potential working families that move into the Charelston area each year. We have also included a small number of other clients that may wish to use our services despite our strong market segment focus.

Market Analysis
  2004 2005 2006 2007 2008 
Potential Customers Growth      CAGR
Potential working families relocating to Charelston, SC area 8%  24,000  25,920  27,994  30,234  32,653  8.00% 
Other 0%  1,000  1,000  1,000  1,000  1,000  0.00% 
Total 7.71%  25,000  26,920  28,994  31,234  33,653  7.71% 

4.2 Service Business Analysis
The working family industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 30 is at an all time high of 21% and is growing at an average rate of 3% each year. In certain parts of the country like the American Southwest, which has a medial concentration of working family communities, the growth rate is about 8%. This percentage is also expected to grow as the second generation of the "baby boomers" generation begins to reach retirement age in the next  two or three decades. It is estimated by the U.S. Census Bureau that the working family industry, that includes homes, medical facilities, specialty equipment, entertainment services, etc., accounts for 4.8 billion dollars each year.

The working family home industry consists of thousands of small housing communities. These communities range from those owned by major factories to name-brand firms to tens of thousands of small, one-location firms and multi-family dwellings (apt complex communites).

FANPF believes that the greatest threat at the moment is more working families paying rent to landlords, and landlords suffering and loosing their rentals to foreclosure to the market on this downward slope to the working family industry. The most likely candidates will be new working families relocating to our area . However, the one major advantage FANPF has is networking ability in Charleston SC and the surrounding Communities. FANPF can offer working families a chance for home ownership through an educated repair and reclaim opportunity. Working with these families gives them the greast chance to own an affordable home with low interest rates and opportunites they would not have had otherwise. However, due to the high number of foreclosures in South Carolina and the overall low profitability of each private investor, competition is quite intense.

Our most serious competitors are Private investors claiming "We Buy Ugly Houses". These Private investors effect us most because of their higher capitalization or geographical proximity.

The power of potential clients is very great in this industry because most clients are very concentrated in our geographical area. Furthermore, clients tend to "shop around" for the best package of services and cost.

4.2.1 Competition and Buying Patterns

Competition
The real estate industry is highly fragmented, with a large number of potential rivals. Our most serious competitors are High quality services through  RE/MAX. RE/MAX is an established company that has been in operation for many years, with a fine track record of quality service. It currently employees several agents and has long-term contracts with various home building companies. This company is larger than FANPF in size and market capitalization. However they do not capitalize on education of proper home repair, Home budgets, and low interest rates to working families.

RE/MAX is one of the largest and best known real estate firms in the country. It has hundreds of agents and very deep pockets that can be used to counter any sort of competitive move.
The second of competition comes from various private investors, allthough none seems to be supporting any company, only themselves, there methods usualy involve a rent to own plan, where they are not really buying the house, they instead hold the home on a contract in hopes to sell it quickly by accepting a down payment to make the seller go away, and thus the contract in question reveals a more sinister plan involving tying up the property hoping that finding a the new buyer that has enough of a down payment to secure the contract. However, after these investors trying in vein to reach enough buyers fails, they usualy do as well.

Buying patterns and needs
Clients usually deal with traditional real estate companies based on their reputation of professionalism and quality of services rendered in the past. This reputation is difficult to obtain by new firms unless its personnel bring it with them from previous companies. Price and scope are also important reasons for acceptance, especially if the company is small. The Real estate business norm is use a professional real estate agent, put the house on the market post an MLS number and hope it sells quickly. The average home sells anywhere from 120 to up to 200 days on the saturated market at present. The increase of the saturated foreclosure market gives a statistical weekness of long home waits before a sale, and even at best, a dotted few will reap the rewards going through the traditional methods of selling real estate. And the remaining masses fall directly into foreclosure because their home sat on the market to long.
______________________

Strategy and Implementation Summary
Our firm's business strategy is to enter into a limited geographical area where it can leverage through grants to buy quality homes below market value and to quickly fill the vacant homes with working families with  long-term contracts centered on excellent service and cost effectiveness. We believe that we can service this limited expansive market better than larger firms and we have better service packages at a more reasonable cost than existing competitors of equal size. Here is a true thoery at best. When the military wants to set up tactical oporations they do not send in a whole platoon to get the job done, They instead send a select few to go in and get the job done.,And they keep doing it again and again because its effective.

5.1 Sales Strategy
FANPF's management will be focusing on leveraging its extensive contacts with the various companies such as CODF to generate sales. Furthermore, we will be offering promotions of various free services such as initial appraisals and information packets to generate sales once our ad campaign starts. Furthermore FANPF will be purchasing REO's, appartment complexes and turning them into town homes, and private sales at the county courthouses thus virtualy no competition keeping the resales at affordable prices for working families.

5.1.1 Sales Forecast
Sales are based on the various clients we anticipate acquiring. Revenues are based on an average commission rate of 10% per sale based on closing costs. The company does not have any significant direct costs of sales.

 
Sales Forecast
 FY 2009 FY 2010 FY 2011
Sales   
Working families in Charleston, SC $109,800  $150,000  $185,000 
Others $8,000  $10,000  $10,000 
Total Sales $117,800  $160,000  $195,000 
   
Direct Cost of Sales FY 2009 FY 2010 FY 2011
Row 1 $0  $0  $0 
Other $0  $0  $0 
Subtotal Direct Cost of Sales $0  $0  $0 

5.2 Marketing Strategy
FANPF will be utilizing radio, newspaper, and phone directory advertising, and a small business referral group to generate sales and establish a presence in the Charleston area. In addition, CODF. will be doing their own advertising, and all interested clients in the surrounding Community.
_________________

Management Summary
The company will have only one full-time employee, Mr Duke Peebles. The company's office will be in an office suite with four other businesses that will share the costs of a receptionist.

6.1 Personnel
Mr Duke Peebles is a graduate of Satellite High School of Satellite Beach, Florida. Since then, Mr Peebles has had extensive experience in the real estate, multi property ownership, heavy construction, former firefighter, resort management, hospitality management,  multi-vacation property ownership, Tourist management industry.  Mr Peebles curently works for a large chain hotel as senior maintenence manager. Mrs. Egan has recently retired from RE/MAX and desires to continue in the real estate business at a more "relaxed pace."

Personnel Plan
 FY 2009 FY 2010 FY 2011
Mr Duke Peebles $36,000  $36,000  $45,000 
Part-time receptionist $10,500  $13,000  $13,000 
Total People 2 2  2 
   
Total Payroll $46,500  $49,000  $58,000 
____________________

Financial Plan
Since the firm has concluded our network with CODF., it is management's opinion that initial profitability will be fairly high for a start-up company. Our financial plan anticipates that we will achieve positive net income by the end of the first year. We have budgeted enough investment to cover any potential losses and have an additional personal financial resources available for equity investment if sales do not match predictions.

7.1 Important Assumptions
We are assuming approximately 15% sales on credit and average interest rates of 7-10%. These are considered to be conservative in case our predictions are erroneous.

General Assumptions
 FY 2009 FY 2010 FY 2011
Plan Month 1 2 3
Current Interest Rate 10.00%  10.00%  10.00% 
Long-term Interest Rate 10.00%  10.00%  10.00% 
Tax Rate 30.00%  30.00%  30.00% 
Other 0  0  0 

7.2 Break-even Analysis
Our break-even analysis is based on the assumption that our gross margin is 100%. In other words, we will have insignificant direct cost of sales. It is conservatively believed that during the first three years, average profitability per month per unit will be about an average 10% commission rate. Management expects that about one home sold per month will guarantee a break-even point.

Break-even Analysis
 
Monthly Revenue Break-even $8,198 
 
Assumptions: 
Average Percent Variable Cost 0% 
Estimated Monthly Fixed Cost $8,198 

7.3 Projected Profit and Loss
The following table itemizes our revenues and associated costs. We expect to be paying higher costs in marketing and advertising than other companies as we attempt to build sales volume. As the reader can see in the accompanying charts, we expect consistent monthly profits to begin in June 2009.

 
 
 
Pro Forma Profit and Loss
 FY 2009 FY 2010 FY 2011
Sales $117,800  $160,000  $195,000 
Direct Cost of Sales $0  $0  $0 
Other Costs of Sales $0  $0  $0 
Total Cost of Sales $0  $0  $0 
   
Gross Margin $117,800  $160,000  $195,000 
Gross Margin % 100.00%  100.00%  100.00% 
   
   
Expenses   
Payroll $46,500  $49,000  $58,000 
Sales and Marketing and Other Expenses $6,000  $6,000  $8,000 
Depreciation $0  $2,500  $2,500 
Rent $18,000  $18,000  $20,000 
Utilities $3,400  $3,600  $4,000 
Insurance $1,100  $2,000  $2,000 
Payroll Taxes $6,975  $7,350  $8,700 
Travel $2,000  $3,000  $5,000 
Other $14,400  $16,000  $17,000 
   
Total Operating Expenses $98,375  $107,450  $125,200 
   
Profit Before Interest and Taxes $19,425  $52,550  $69,800 
EBITDA $19,425  $55,050  $72,300 
Interest Expense $5,805  $5,090  $3,940 
Taxes Incurred $4,086  $14,238  $19,758 
   
Net Profit $9,534  $33,222  $46,102 
Net Profit/Sales 8.09%  20.76%  23.64% 

7.4 Projected Cash Flow
The following is our cash flow. We do not expect to have any short-term cash flow problems. Our short-term loan will be repaid in two equal payments in 2009-2010. Our long-term loan will be paid off in less than ten years.

Pro Forma Cash Flow
 FY 2009 FY 2010 FY 2011
Cash Received   
   
Cash from Operations   
Cash Sales $100,130  $136,000  $165,750 
Cash from Receivables $14,899  $23,007  $28,427 
Subtotal Cash from Operations $115,029  $159,007  $194,177 
   
Additional Cash Received   
Sales Tax, VAT, HST/GST Received $0  $0  $0 
New Current Borrowing $0  $2,000  $2,000 
New Other Liabilities (interest-free) $0  $2,000  $2,000 
New Long-term Liabilities $0  $0  $0 
Sales of Other Current Assets $0  $0  $0 
Sales of Long-term Assets $0  $0  $0 
New Investment Received $3,000  $0  $0 
Subtotal Cash Received $118,029  $163,007  $198,177 
   
Expenditures FY 2009 FY 2010 FY 2011
   
Expenditures from Operations   
Cash Spending $46,500  $49,000  $58,000 
Bill Payments $60,318  $73,539  $87,320 
Subtotal Spent on Operations $106,818  $122,539  $145,320 
   
Additional Cash Spent   
Sales Tax, VAT, HST/GST Paid Out $0  $0  $0 
Principal Repayment of Current Borrowing $0  $8,000  $7,000 
Other Liabilities Principal Repayment $0  $0  $0 
Long-term Liabilities Principal Repayment $3,600  $5,000  $7,000 
Purchase Other Current Assets $5,000  $0  $0 
Purchase Long-term Assets $7,500  $5,000  $5,000 
Dividends $1,000  $2,000  $6,000 
Subtotal Cash Spent $123,918  $142,539  $170,320 
   
Net Cash Flow ($5,889) $20,468  $27,857 
Cash Balance $38,611  $59,080  $86,937 

7.5 Projected Balance Sheet
The following is the snapshot of our assets, liabilities, and equity.

Pro Forma Balance Sheet
 FY 2009 FY 2010 FY 2011
Assets   
   
Current Assets   
Cash $38,611  $59,080  $86,937 
Accounts Receivable $2,771  $3,764  $4,587 
Other Current Assets $8,500  $8,500  $8,500 
Total Current Assets $49,882  $71,343  $100,024 
   
Long-term Assets   
Long-term Assets $12,500  $17,500  $22,500 
Accumulated Depreciation $0  $2,500  $5,000 
Total Long-term Assets $12,500  $15,000  $17,500 
Total Assets $62,382  $86,343  $117,524 
   
Liabilities and Capital FY 2009 FY 2010 FY 2011
   
Current Liabilities   
Accounts Payable $4,448  $6,187  $7,266 
Current Borrowing $15,000  $9,000  $4,000 
Other Current Liabilities $0  $2,000  $4,000 
Subtotal Current Liabilities $19,448  $17,187  $15,266 
   
Long-term Liabilities $41,400  $36,400  $29,400 
Total Liabilities $60,848  $53,587  $44,666 
   
Paid-in Capital $23,000  $23,000  $23,000 
Retained Earnings ($31,000) ($23,466) $3,756 
Earnings $9,534  $33,222  $46,102 
Total Capital $1,534  $32,756  $72,858 
Total Liabilities and Capital $62,382  $86,343  $117,524 
   
Net Worth $1,534  $32,756  $72,858 

7.6 Business Ratios
Our current Standard Industrial Classification (SIC) code is 6531.0105 -- Real estate agent, residential. We have included industry standard ratios from the residential real estate agent industry to compare with ours. These ratios are as closely matched to our industry as management could find, however there are some significant differences, especially in sales growth, financing ratios, long-term asset investments and net worth. Most of these differences are because FANPF will have  a strong amount of personal equity to back up the company, which leads to lower debt leverage. Also we expect higher sales growth percentages in our initial years as we ramp up our sales. However, our projections indicate a healthy company that will be able to obtain and retain long-term profitability.

Ratio Analysis
 FY 2009 FY 2010 FY 2011 Industry Profile
Sales Growth 0.00%  35.82%  21.88%  5.63% 
    
Percent of Total Assets    
Accounts Receivable 4.44%  4.36%  3.90%  7.77% 
Other Current Assets 13.63%  9.84%  7.23%  56.54% 
Total Current Assets 79.96%  82.63%  85.11%  65.03% 
Long-term Assets 20.04%  17.37%  14.89%  34.97% 
Total Assets 100.00%  100.00%  100.00%  100.00% 
    
Current Liabilities 31.18%  19.91%  12.99%  14.92% 
Long-term Liabilities 66.37%  42.16%  25.02%  26.55% 
Total Liabilities 97.54%  62.06%  38.01%  41.47% 
Net Worth 2.46%  37.94%  61.99%  58.53% 
    
Percent of Sales    
Sales 100.00%  100.00%  100.00%  100.00% 
Gross Margin 100.00%  100.00%  100.00%  100.00% 
Selling, General & Administrative Expenses 91.91%  79.24%  76.36%  61.47% 
Advertising Expenses 0.00%  0.00%  0.00%  2.83% 
Profit Before Interest and Taxes 16.49%  32.84%  35.79%  9.09% 
    
Main Ratios    
Current 2.56  4.15  6.55  1.93 
Quick 2.56  4.15  6.55  1.10 
Total Debt to Total Assets 97.54%  62.06%  38.01%  4.56% 
Pre-tax Return on Net Worth 887.87%  144.89%  90.40%  55.36% 
Pre-tax Return on Assets 21.83%  54.97%  56.04%  10.22% 
    
Additional Ratios FY 2009 FY 2010 FY 2011 
Net Profit Margin 8.09%  20.76%  23.64%  n.a
Return on Equity 621.51%  101.42%  63.28%  n.a
    
Activity Ratios    
Accounts Receivable Turnover 6.38  6.38  6.38  n.a
Collection Days 58  50  52  n.a
Accounts Payable Turnover 13.89  12.17  12.17  n.a
Payment Days 29  26  28  n.a
Total Asset Turnover 1.89  1.85  1.66  n.a
    
Debt Ratios    
Debt to Net Worth 39.67  1.64  0.61  n.a
Current Liab. to Liab. 0.32  0.32  0.34  n.a
    
Liquidity Ratios    
Net Working Capital $30,434  $54,156  $84,758  n.a
Interest Coverage 3.35  10.32  17.72  n.a
    
Additional Ratios    
Assets to Sales 0.53  0.54  0.60  n.a
Current Debt/Total Assets 31%  20%  13%  n.a
Acid Test  2.42  3.93  6.25  n.a
Sales/Net Worth 76.79  4.88  2.68  n.a
Dividend Payout 0.10  0.06  0.13  n.a
--------------------

Appendix
Sales Forecast
                                                                              Jun     Jul         Aug      Sep        Oct         Nov       Dec       Jan         Feb         Mar       Apr       May
Sales  Working families in Charleston SC area  0% $5,000  $10,000  $5,000  $12,000  $7,000  $12,000  $5,000  $15,000  $12,000  $10,000  $7,800  $9,000 
Others                                                                    0%    $0           $0          $0        $0           $0          $0       $3,000       $0        $3,000       $0       $2,000    $0 
Total Sales                                                           $5,000  $10,000  $5,000  $12,000  $7,000  $12,000  $8,000  $15,000  $15,000  $10,000  $9,800  $9,000 
             
Direct Cost of Sales                                             Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Row 1                                                                     $0  $0  $0    $0    $0    $0   $0    $0   $0   $0   $0    $0 
Other                                                                      $0  $0  $0    $0    $0    $0   $0    $0   $0  $0    $0  $0 
Subtotal Direct Cost of Sales                                $0  $0  $0    $0   $0    $0   $0    $0    $0  $0    $0  $0 
Personnel Plan
                                                                                 Jun     Jul         Aug     Sep       Oct        Nov      Dec      Jan        Feb      Mar     Apr      May
Mr Duke Peebles                                                      0% $3,000  $3,000  $3,000  $3,000  $3,000  $3,000  $3,000  $3,000  $3,000  $3,000  $3,000  $3,000 
Part-time receptionist                                                0% $0            $0        $0        $0            $0      $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500 
Total People                                                                   1            1          1            1          1            2           2          2             2         2            2             2 
             
Total Payroll                                                               $3,000  $3,000  $3,000  $3,000  $3,000  $4,500  $4,500  $4,500  $4,500  $4,500  $4,500  $4,500 

General Assumptions
  Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Plan Month  1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00% 
Long-term Interest Rate  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00%  10.00% 
Tax Rate  30.00%  30.00%  30.00%  30.00%  30.00%  30.00%  30.00%  30.00%  30.00%  30.00%  30.00%  30.00% 
Other  0  0  0  0  0  0  0  0  0  0  0  0 
Pro Forma Profit and Loss
  Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Sales  $5,000  $10,000  $5,000  $12,000  $7,000  $12,000  $8,000  $15,000  $15,000  $10,000  $9,800  $9,000 
Direct Cost of Sales  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Other Costs of Sales  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Total Cost of Sales  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
             
Gross Margin  $5,000  $10,000  $5,000  $12,000  $7,000  $12,000  $8,000  $15,000  $15,000  $10,000  $9,800  $9,000 
Gross Margin %  100.00%  100.00%  100.00%  100.00%  100.00%  100.00%  100.00%  100.00%  100.00%  100.00%  100.00%  100.00% 
             
             
Expenses             
Payroll  $3,000  $3,000  $3,000  $3,000  $3,000  $4,500  $4,500  $4,500  $4,500  $4,500  $4,500  $4,500 
Sales and Marketing and Other Expenses  $500  $500  $500  $500  $500  $500  $500  $500  $500  $500  $500  $500 
Depreciation  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Rent  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500  $1,500 
Utilities  $100  $300  $300  $300  $300  $300  $300  $300  $300  $300  $300  $300 
Insurance  $0  $0  $0  $0  $0  $1,100  $0  $0  $0  $0  $0  $0 
Payroll Taxes 15% $450  $450  $450  $450  $450  $675  $675  $675  $675  $675  $675  $675 
Travel 15%  $0  $0  $0  $1,000  $0  $0  $0  $1,000  $0  $0  $0  $0 
Other  $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 Operating Expenses  $6,750  $6,950  $6,950  $7,950  $6,950  $9,775  $8,675  $9,675  $8,675  $8,675  $8,675  $8,675 
             
Profit Before Interest and Taxes  ($1,750) $3,050  ($1,950) $4,050  $50  $2,225  ($675) $5,325  $6,325  $1,325  $1,125  $325 
EBITDA  ($1,750) $3,050  ($1,950) $4,050  $50  $2,225  ($675) $5,325  $6,325  $1,325  $1,125  $325 
Interest Expense  $498  $495  $493  $490  $488  $485  $483  $480  $478  $475  $473  $470 
Taxes Incurred  ($674) $767  ($733) $1,068  ($131) $522  ($347) $1,454  $1,754  $255  $196  ($44)
             
Net Profit  ($1,573) $1,789  ($1,710) $2,492  ($306) $1,218  ($810) $3,392  $4,093  $595  $457  ($102)
Net Profit/Sales  -31.47%  17.89%  -34.20%  20.77%  -4.38%  10.15%  -10.13%  22.61%  27.29%  5.95%  4.66%  -1.13% 
Pro Forma Cash Flow
  Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Cash Received             
             
Cash from Operations             
Cash Sales  $4,250  $8,500  $4,250  $10,200  $5,950  $10,200  $6,800  $12,750  $12,750  $8,500  $8,330  $7,650 
Cash from Receivables  $0  $25  $775  $1,475  $785  $1,775  $1,075  $1,780  $1,235  $2,250  $2,225  $1,499 
Subtotal Cash from Operations  $4,250  $8,525  $5,025  $11,675  $6,735  $11,975  $7,875  $14,530  $13,985  $10,750  $10,555  $9,149 
             
Additional Cash Received             
Sales Tax, VAT, HST/GST Received 0.00%  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
New Current Borrowing  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
New Other Liabilities (interest-free)  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
New Long-term Liabilities  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Sales of Other Current Assets  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Sales of Long-term Assets  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
New Investment Received  $0  $0  $0  $0  $0  $0  $1,500  $1,500  $0  $0  $0  $0 
Subtotal Cash Received  $4,250  $8,525  $5,025  $11,675  $6,735  $11,975  $9,375  $16,030  $13,985  $10,750  $10,555  $9,149 
             
Expenditures  Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
             
Expenditures from Operations             
Cash Spending  $3,000  $3,000  $3,000  $3,000  $3,000  $4,500  $4,500  $4,500  $4,500  $4,500  $4,500  $4,500 
Bill Payments  $3,119  $3,628  $5,161  $3,803  $6,435  $4,372  $6,216  $4,404  $7,085  $6,357  $4,903  $4,835 
Subtotal Spent on Operations  $6,119  $6,628  $8,161  $6,803  $9,435  $8,872  $10,716  $8,904  $11,585  $10,857  $9,403  $9,335 
             
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 Current Borrowing  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Other Liabilities Principal Repayment  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Long-term Liabilities Principal Repayment  $300  $300  $300  $300  $300  $300  $300  $300  $300  $300  $300  $300 
Purchase Other Current Assets  $0  $0  $0  $2,000  $0  $1,000  $0  $2,000  $0  $0  $0  $0 
Purchase Long-term Assets  $0  $1,500  $0  $2,000  $0  $2,000  $0  $2,000  $0  $0  $0  $0 
Dividends  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $1,000 
Subtotal Cash Spent  $6,419  $8,428  $8,461  $11,103  $9,735  $12,172  $11,016  $13,204  $11,885  $11,157  $9,703  $10,635 
             
Net Cash Flow  ($2,169) $97  ($3,436) $572  ($3,000) ($197) ($1,641) $2,826  $2,100  ($407) $852  ($1,486)
Cash Balance  $42,331  $42,428  $38,992  $39,564  $36,564  $36,367  $34,726  $37,552  $39,652  $39,245  $40,097  $38,611 
Pro Forma Balance Sheet
  Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Assets Starting Balances            
             
Current Assets             
Cash $44,500  $42,331  $42,428  $38,992  $39,564  $36,564  $36,367  $34,726  $37,552  $39,652  $39,245  $40,097  $38,611 
Accounts Receivable $0  $750  $2,225  $2,200  $2,525  $2,790  $2,815  $2,940  $3,410  $4,425  $3,675  $2,920  $2,771 
Other Current Assets $3,500  $3,500  $3,500  $3,500  $5,500  $5,500  $6,500  $6,500  $8,500  $8,500  $8,500  $8,500  $8,500 
Total Current Assets $48,000  $46,581  $48,153  $44,692  $47,589  $44,854  $45,682  $44,166  $49,462  $52,577  $51,420  $51,517  $49,882 
             
Long-term Assets             
Long-term Assets $5,000  $5,000  $6,500  $6,500  $8,500  $8,500  $10,500  $10,500  $12,500  $12,500  $12,500  $12,500  $12,500 
Accumulated Depreciation $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Total Long-term Assets $5,000  $5,000  $6,500  $6,500  $8,500  $8,500  $10,500  $10,500  $12,500  $12,500  $12,500  $12,500  $12,500 
Total Assets $53,000  $51,581  $54,653  $51,192  $56,089  $53,354  $56,182  $54,666  $61,962  $65,077  $63,920  $64,017  $62,382 
             
Liabilities and Capital  Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
             
Current Liabilities             
Accounts Payable $3,000  $3,454  $5,038  $3,586  $6,291  $4,163  $6,073  $4,167  $6,872  $6,193  $4,741  $4,682  $4,448 
Current Borrowing $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000  $15,000 
Other Current Liabilities $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0  $0 
Subtotal Current Liabilities $18,000  $18,454  $20,038  $18,586  $21,291  $19,163  $21,073  $19,167  $21,872  $21,193  $19,741  $19,682  $19,448 
             
Long-term Liabilities $45,000  $44,700  $44,400  $44,100  $43,800  $43,500  $43,200  $42,900  $42,600  $42,300  $42,000  $41,700  $41,400 
Total Liabilities $63,000  $63,154  $64,438  $62,686  $65,091  $62,663  $64,273  $62,067  $64,472  $63,493  $61,742  $61,382  $60,848 
             
Paid-in Capital $20,000  $20,000  $20,000  $20,000  $20,000  $20,000  $20,000  $21,500  $23,000  $23,000  $23,000  $23,000  $23,000 
Retained Earnings ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($30,000) ($31,000)
Earnings $0  ($1,573) $215  ($1,495) $998  $691  $1,909  $1,099  $4,491  $8,584  $9,179  $9,636  $9,534 
Total Capital ($10,000) ($11,573) ($9,785) ($11,495) ($9,003) ($9,309) ($8,091) ($7,401) ($2,510) $1,584  $2,179  $2,636  $1,534 
Total Liabilities and Capital $53,000  $51,581  $54,653  $51,192  $56,089  $53,354  $56,182  $54,666  $61,962  $65,077  $63,920  $64,017  $62,382 
             
Net Worth ($10,000) ($11,573) ($9,785) ($11,495) ($9,003) ($9,309) ($8,091) ($7,401) ($2,510) $1,584  $2,179  $2,635  $1,534 
------------------

Duke and His wife Deb are working on projects across the Low Country of Charleston, SC. Working on home improvements, Networking, building relationships, helping families realize their dreams of home ownership.

Deb is currently a professional administrative assistant with a local union in Charleston, SC area, Her past qualifications have included, assest recovery, accounting, record keeping, rescource center administrative, loan processor, customer relations, equipment leasing, billbacks, competitive car dealership sales person, insurance billing, multi-property ownership, multi-vacation property ownership, leasing background, multi-appartment complex management/ ownership.

Duke is currently professional manager of maintenance opporations for a large hotel chain in the Charleston Sc area, His past qualifications include resort management cordinator, Cruisline industry corporate verification assistant manager,  Driver opporator tour bus company, Firefighter, Volunteer program for kids, lumber yard foreman, heavy equipment opporator, contruction background, business owner, multi-property ownership, multi-vacation ownership, Multi-appartment complex ownership.