Autsim MENA Fundraising Business Plan - Autism_MENA (AMENA)

Bsuiness Plan

[ imc Research Mathematical Sciences & Statistics ] Strategy Department

AUTISM MENA [AMENA] Business Plan - DRAFT Abstract

Autism MENA will be a not-for-profit operating foundation whose exclusive purpose is to provide development and fund raising counsel to the Autism cause in the Middle East and North Africa by promoting the inclusion concept through the professional training of the ABA. By definition, an operating foundation is "An organization that uses its resources to conduct research or provide a ABA professional training direct service."

Imc Research, Inc. – MENA ar.elsharawy@imc-re.com

Table of Contents

1.0 Executive Summary ...............................................................................................................

1.1 Executive Summary ........................................................................................................

1.2 About Autism MENA:.......................................................................................................

1.3 Why Autism MENA:..........................................................................................................

1.4 Background:........................................................................................................................

1.5 Mission & Goal....................................................................................................................

1.6 Business Model ..................................................................................................................

CHART: Organizational Chart ............................................................................................

2.1 Legal Entity ............................................................................................................................

2.2 Start-up Summary ..............................................................................................................

Chart: Start-up .........................................................................................................................

Table: Start-up .........................................................................................................................

2.3 Locations and Facilities .....................................................................................................

3.0 Services ........................................................................................................................................

3.1 Service Description .............................................................................................................

3.2 Market Status and existing service providers ........................................................

3.3 Addressing a need and Market Players .....................................................................

3.3 Collaterals marketing material ......................................................................................

3.5 Technology .............................................................................................................................

3.6 Future Services.....................................................................................................................

4.0 Market Analysis Summary...................................................................................................

4.1 Economic Costs.........................................................................................................................

4.1 Market Segmentation ........................................................................................................

4.2.1 Organization Participants ........................................................................................

4.2.2 Distributing a Service................................................................................................

4.2.3 Alternatives and Usage Patterns..........................................................................

4.2.4 Main Alternatives.........................................................................................................

5.0 Strategy and Implementation Summary......................................................................

5.1 Segmented Pricing Strategy ..........................................................................................

5.2 Fundraising Strategy .........................................................................................................

Table: Funding Forecast .......................................................................................................

Chart: Funding by Year ........................................................................................................

5.3 Milestones ...............................................................................................................................

6.0 Management Summary ........................................................................................................

6.1 Organizational Structure ..................................................................................................

6.2 Personnel Plan ......................................................................................................................

7.0 Financial Plan .............................................................................................................................

7.1 Important Assumptions ....................................................................................................

7.2 Key Financial Indicators ...................................................................................................

7.3 Break-even Analysis...........................................................................................................

7.5 Projected Cash Flow ...........................................................................................................

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Autism MENA Foundation 1.0 Executive Summary Autism MENA will be a not-for-profit operating foundation whose exclusive purpose is to provide development and fund raising counsel to the Autism cause in the Middle East and North Africa by promoting the inclusion concept through the professional training of the ABA. By definition, an operating foundation is "An organization that uses its resources to conduct research or provide a ABA professional training direct service."

Chart: Highlights

1.1 Executive Summary The problem. Today, with 1 out of 54 boys and 1 out of 262 girls estimated to be Autistic, in the Middle East and North Africa (MENA) that means there are 2 million children under the ages of 15 with Autism. And while there are a few – not many – Autism centers in the MENA region, there is nowhere near enough support for children with Autism and their families. Most families go unsupported. And many that find support must have the time and money to travel to the United States and England for help or fly in support from the same places.

Our solution. AustismMENA (AMENA) builds teams of Arab professionals and support staff to care for children with Autism and their families. Autism attacks the core of Arab culture – our children. And AMENA trains, licenses and supervises teams of Arab professionals – born and raised in the Middle East, committed to our communities and understanding of our culture – to work with our families and children.

We have designed a core AMENA-branded system for caring for children with Autism based on Applied Behavioral Analysis (ABA) with support from Occupational Therapists and Speech Pathologists. Our teams develop individualized care plans for each child adapted regularly as the child grows. We will select staff who will be complete an online US training program to be certified in ABA methods.

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Autism MENA Foundation 1.2 About Autism MENA: Autism Spectrum Disorders (ASD1) ravages all families, but it destroys what is at the heart of Arab society: marginalizing child, parent and family. Autism prevents the healthy wiring of a child’s brain and makes even the most basic of social interactions such as talking, reading, eye contact or playing with other children difficult to impossible. Imagine a mother who can’t hug her child because the child screams when he or she is touched. Imagine a mother who can’t ask her son if he wants something to eat because her son can’t talk, or becomes sick from the food she lovingly prepares for her family. Imagine the despair of a father who feels he will never be able to talk about his son with pride because his child can’t succeed in any available schools. Imagine the heartache of parents who are told that their child has no future. Imagine the loss to society as the entire family is devastated emotionally and financially; losing hope, limiting job opportunities and minimizing future potentials.

1.3 Why Autism MENA: In the MENA region today, there are almost no services for children with autism and related disabilities, leaving families and children in pain and isolated. Research on ASD throughout MENA is very rare and identification and diagnosis are poor according to current standards; but it is hypothesized that rates are more akin to the rates currently noted in the United States. In 2008 about 1:88 (1:54 boys and 1:252 girls) children were diagnosed with ASD2, and research indicates the rate of Autism is growing.3 If you apply these statistics, then 1.5 million children under 15years-old in the MENA region probably suffer4 from some form of Autism and most are walking around undiagnosed with their parents desperate and unaware of how to help their children.

What is clear is that ASD is on the rise, and that we must as a society advocate for our children and their families by fighting this epidemic that threatens to destroy our communities. It is imperative that more public and health care providers become knowledgeable about Autism, and that we develop the appropriate infrastructure for training of our medical, clinical and educational professionals as well as community education to assist our families with this devastating problem.

1

Center for Disease Control (CDC) and the Developmental Disabilities Monitoring (ADDM) Network (March, 2012) Center for Disease Control (CDC) and the Developmental Disabilities Monitoring (ADDM) Network (March, 2012) 3 Based upon parent reports, the prevalence of diagnosed ASD in 2011- 2012 was estimated to be 2.00% or 1:50 for children ages 6-17, a significantly higher prevalence than the estimate of 1.16% for that age group in 2007 (CDC, March 2013).

4 Autism ratios from AutismSpeaks applied to population data from the 2013 World Population Data Sheet, Population Reference Bureau.

2

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Autism MENA Foundation 1.4 Background: AutismMENA (Autism Middle East and North Africa) was inspired by Jemman Ammary, a Jordanian mother, who struggled to get her 18-month-old son diagnosed by Jordanian doctors when he couldn’t speak. After seeking help in Jordan and Dubai, she was forced to leave her family in Jordan and travel to the US where she received a proper diagnosis and care plan for her son. They remained in the US for 3 years so that her son could have a bright future, but the emotional and financial costs were staggering. At the age of 6 her son is now enrolled in a regular first grade class with his twin brother in Jordan. AutismMENA will create a full range of services to assist Arab families with their child with Autism, so that families have a strong support system of trained professionals locally; professionals who understand their family structure and cultural values.

AutismMENA will train professionals and caregivers in the Middle East to care for children with Autism and their families. AutismMENA will train individuals that understand Arab culture and language and live locally so families don’t have to travel thousands of miles to get help.

AutismMENA wants to give a voice and power to all children with Autism to help them find their strengths. AutismMENA strives to unlock the unique treasures within the child so their gifts are visible for all to see. Parents will be able to hug their child, brag about his or her strengths and connect. The child will thrive, the parents will be empowered and we will help to build strong, healthy loving connections with family and community.

Assisting children with Autism and their families is: •

•

•

Complex: requiring special training for medical professionals as well as Applied Behavioral Analysis (ABA) therapists, speech pathologists, occupational therapists, nutritionists, teachers, and the list goes on Labor-intensive: individual child care plans written and constantly updated after monitoring the child directly; teachers and nonprofessional caregivers to work with the child daily; parent training; special food diets Extremely personal: professionals are intervening in the heart of the family – teaching parents how to see their child, talk to their child, engage with their child; help parents deals with the shame of having a special-needs child; and helping parents handle societal pressures.

The MENA region needs locally trained professional who understand local family structure, languages and who are invested in the community to help our families. AutismMENA is going to fill this gap.

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Autism MENA Foundation 1.5 Mission & Goal Help launch Autism MENA, a comprehensive service to nurture children with Autism and their families in the Middle East and North Africa.

Build a world class foundation to support children with autism and their families in the Middle East (ME) by piloting a state-of-the-art program to be replicated throughout the Middle East. Our focus is on training and certifying local professionals and non-professionals in education and therapies who are vested in their local communities.

• • • • • • •

Focused on this single objective, we are specialists, not generalists.

Relieved of profit pressures, we take the long-term view of building lasting relationships between the cause and its supporters.

We will always act in the long-term interest of our clients. If you are not ready for a campaign, we will say so. Then we'll do everything we can to get ready.

We are a cause development foundation , that means we are all about results . We take a comprehensive approach to nurturing and developing the care takers, therapists as well as autistic children.

Knowing the unique circumstances of raising money for autism, we only employ consultants with specific experience in this area, with a background in our prgrams especially the first one to two years.

Though we are a not-for-profit organization, to attract experienced specialists we must compete with the largest foundations in the world. While we operate on a sliding scale, we ask clients to remember this as they consider our proposal.

Campaigns can be stressful. Prayer keeps us positive, calls to mind the mission behind the money, and reconciles misunderstandings. It overcomes fear in those who ask and softens the hearts of those who give. This is why we believe prayer is an integral part of success.

1.6 Business Model Training • Foundational structure o Clinical training protocol § Professionals § Paraprofessional o Educational program • Institute: Training and supervision that results in certification o Pilot nursery as a training facility • Continual program oversight • Other activities o Advocacy o Community outreach

Nursery and institute are two different line items Training center • Protocol: doesn’t need to have its’ own. It would take too long to create at this point • Clinical training protocol o Protocol is a outline that you establish that your establish point-by-point and how you are going to achieve your method and goal o Professionals: BCBA – US university training § To certify lead therapists / instructors to attain BCBA certification in accordance with ABAI standards

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Autism MENA Foundation Training of professional staff: education, supervised assessment and intervention, establishment of competency and ongoing oversight § Education, training, supervision and certification § Will always involve a university partnership • Over time AMENA could teach the course as long as we’re affiliated with a university § Can develop staff to be supervisor-capable so don’t need to rely on outside university or professional • RB: Need to check with FIT on this o Need to check for cost differential of: 750 hours vs. 1500 hours of supervision or 1000 hours-hybrid for 2-months onsite • Need to decide if the upside is worth it, if not. Will have some time spent working on AMENA and research § BCBA: supervise all staff including supervise training, develop create modify expand IEP care plans; develop and direct program and ensure they are being executed according to plans; primary person ensuring clinical team is performing within AMENA’s protocols.

• Domains: verbal, • BCBA in addition to development, supervision and implementation they have an instructor level in the areas of: concept and principles of ABA, the fundamental elements of behavior change and specific procedures, identification of problems and assessments, intervention and behavioral change consideration, behavioral change systems, and implementation management and supervision Professional AMENA certification § Therapist in their field, that would have enough knowledge of ABA and AMENA educational with greater independence than a technician. Therapist can function like a BCABA. Still works under direction of BCBA but are allowed more responsibility. Modify short-term intervention of the IEP care plans. Would do more direct service delivery, also oversee technicians, adapt the IEPs in accordance with the established goals and with the BCBA goal’s • When the child sees a picture of an apple, the BCBA wants the child to be able to say ‘apa’ …. § Speech and language pathologist: speech, food, language, cognition, and oral peripheral muscle, auditory processing § Occupational therapist: working on daily living skills, sensory motor regulation, sensory motor integration, visual processing § Technician: learn how to play with the children in accordance with IEP care plan and they learn how to look and identify and respond so that they know how to chart. Primary function: service delivery. Ability to document is consistent throughout: achieved, not achieved. Might work with one child per session (session length 45-60 minutes. Implementing plan that the BCBA has developed or the BCBA and Speech Pathologist). Coming in with a lesson. Not specialties: technicians § Lead instructor: teacher specializing in Autism education. Stay in the classroom.

Have a classroom of 10 children could go up to 12-1.

• Could be a BCABA but more likely BCBA or teachers o MAs in special education with AMENA 80 hour internal training o Current trend is to have a BCBA: could have client decide o More cost effective to use a teacher model • Duties: implement the educational plan established by the BCBA and to assess it’s effectiveness and recommend modifications §

o

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Autism MENA Foundation •

• • •

•

Level of independence would depend upon how conversant they were in ABA principles § Social worker: responsible for initial intake and registration, initial and ongoing site visits to assess the well-being of the family and their needs, engage in exit criteria, they would be community / family liaison. Might be able to engage in one-on-one family therapy when it is warranted • Child malnourished because locked in a room; husband beating wife for producing a damaged child § Keep option of BCABA open down the road open. For now, will do internal training. Internal training => therapist. Training them to technician levels in ABA o Methodology for working with Autistic children, training your staff, supervision, devising care plans o Paraprofessional / additional support staff: AMENA-certified in ABA principles, supervision to achieve delivery excellence, and pass certification exams and ongoing supervision and training § In house AMENA program § RB to take 40-hour course and then develop in-house program § In English and Arabic § Teacher assistant: high school. Duties: like the technicians § Shadow: intervene at a different level; spends all their time with the children.

Works one-on-one with a Shadow only intervene with the child when they need to keep the child regulated or on a task that the lead instructor has created § Support staff: more like the shadows. Additional people. In each classroom at the end of everyday documented gets copied and gets delivered into child’s knapsack. Makes sure that the day’s events are documented and delivered to parents. Administrative Assistant to the classroom.

Initial trainees would employed by AMENA to work in the model nursery program Training plan Educational program AMENA trademarked ABA neural-developmental educational clinical program o Purchase bones of educational program and AMENA will expand the base. o In English and Arabic: most materials right now are in English so you need staff who can read English o Educational clinical program is what is delivered to the children, ABA-focused, multidisciplinary in nature with all of our multidiscipline’s having in-house AMENA certification to ensure common clinical competencies with a vision and service delivery o Clinical staff will be AMENA certified in our program Training center staffing o Instructors § How many instructors to train a cocoon • 1: 1-25/30 instructor for professional staff o BCBA o 80 hours o Follow-up: 3 additional times in first year • 4: 1-15 for paraprofessional staff o Materials on video BCBA o Any professional. Need to be conversant in AMENA protocols and ABA principles o 40 hours over 5 days in there supervised with competency exam o Second week with supervising

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Autism MENA Foundation o Follow-up: 3 additional times in first year 75 staff per cocoon o Lessen SLP and OT if have 50 children § 2 SLP and 1 OT • 20 sets per year • Follow-up on-site visit to the cocoon: 3 per year in first year • Then remote supervision as they need as additional cost • Every year or x-years: follow protocols AMENA materials: RB § RB: create outline § AMENA: video lessons to avoid needing an onsite instructor On-site supervision for actual child engagement Translation services for RB •

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Autism MENA Foundation 1.3 Keys to Success The keys to success are: 1. We speak the local language and come from within, we have founded it, because we are living it.

2. Our holistic approach to treatment, through internationally recognized programs 3. Ability to attract and RETAIN qualified personnel.

4. Perception in the marketplace as a specialist serving inclusion program schools.

Aside from accounting jargon, the 'capital' in a in an autism foundation walks out the door every evening at five. The only real equity rests in the experience levels of the people in the foundation, for they represent the ability of the foundation to treat and bring results and care.

Keeping experienced people is difficult. Since the late 1980s there has been an explosion of new non-profits autism foundations globally serving with fundraising and consulting services. Many consultants, now independent, were trained by the large foundations. The organization that discovers how to attract and retain qualified people will ultimately win the day. This, above all else, is the key to success.

Clinical partner review: March 13, 2013 Standards for BCBA: Degree Requirements: a. Possession of a minimum of a master’s degree that was conferred in behavior analysis or other natural science, education, human services, engineering, medicine, or a field related to behavior analysis and approved by the BACB. Currently speech therapy, occupational therapy, clinical social work, clinical, counseling or school psychology are all approved degrees. Effective 12.31.14, the degree will have to be conferred in behavior analysis, education or psychology; and all other associated degrees listed above will have to take the 18 credit hours of in applied behavior analysis to be considered. All requirements, both coursework and supervision must be completed by 12-31-14 to be considered. (For our purposes, we would not be affected as we are looking for individuals in related fields who can go through the certificate program). b. United States institution accredited by CHEA Database of Institutions and Programs Accredited by Recognized US Accrediting Organizations or c. A Canadian institution that is a member of the Assoc. of Colleges & Universities or the Assoc. of Community Colleges or d. An institution of higher learning outside the US or Canada that at the time the applicant was enrolled and at the time he/she graduated, maintained a standard of training equivalent to the standards of training of US accredited institutions as demonstrated by World Education Services or by a member of the National Assoc. of Credential Evaluation Services.

Training and Experience Requirements: BCBA 1. Current Coursework: complete 225 classroom hours of graduate instruction as follows: a. Ethical considerations: 15 hours b. Definition & characteristics & Principles, processes & concepts: 45 hours c. Behavioral assmnt. & selecting intervention outcomes & strategies: 35 hours d. Experimental eval’s & interventions: 20 hours e. Measurement of behavior & displaying & interpreting behave. Data: 20 hours f. Behav change procedures & systems support: 45 hours g. Discretionary behavior- analytic content: 45 hours 2. Coursework effective 1.1.15: 270 classroom hours a. Ethical & professional conduct: 45 hours b. Concepts & principles of behavior analysis: 45 hours c. Research Methods in Behavior Analysis: 45 hours

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Autism MENA Foundation Measurement: 25 hours Experimental design: 20 hours d. Applied Behavior Analysis: 105 hours Fundamental elements of Behavior Change & Specific Procedures: 45 hours ID of Problems & Assessment: 30 hours Intervention & Behav. Change considerations : 10 hours Behav. Change Systems: 10 hours Implementation, Management & Supervision: 10 hours e. Discretionary : 30 hours Standards for BCaBA: Degree Requirements: a. Possession of a minimum of a bachelor’s degree that was conferred in behavior analysis or other natural science, education, human services, engineering, medicine, or a field related to behavior analysis and approved by the BACB. Currently speech therapy, occupational therapy, clinical social work, clinical, counseling or school psychology are all approved degrees. Effective 12.31.14, the degree will have to be conferred in behavior analysis, education or psychology; and all other associated degrees listed above will have to take the 18 credit hours of in applied behavior analysis to be considered. All requirements, both coursework and supervision must be completed by 12-31-14 to be considered. (For our purposes, we would not be affected as we are looking for individuals in related fields who can go through the certificate program). b. United States institution accredited by CHEA Database of Institutions and Programs Accredited by Recognized US Accrediting Organizations or c. A Canadian institution that is a member of the Assoc. of Colleges & Universities or the Assoc. of Community Colleges or d. An institution of higher learning outside the US or Canada that at the time the applicant was enrolled and at the time he/she graduated, maintained a standard of training equivalent to the standards of training of US accredited institutions as demonstrated by World Education Services or by a member of the National Assoc. of Credential Evaluation Services.

Training and Experience Requirements: BCaBA 3. Current Coursework: complete 135 classroom hours of graduate instruction as follows: a. Ethical considerations: 10 hours b. Definition & characteristics & Principles, processes & concepts: 40 hours c. Behavioral assmnt. & selecting intervention outcomes & strategies: 25 hours d. Experimental eval’s & interventions; Measurement of behavior & displaying & interpreting behave. Data: 20 hours e. Behav change procedures & systems support: 40 hours 4. Coursework effective 1.1.15: 180 classroom hours a. Ethical & professional conduct: 15 hours b. Concepts & principles of behavior analysis: 45 hours c. Research Methods in Behavior Analysis: 15 hours Measurement: 10 hours Experimental design: 5 hours d. Applied Behavior Analysis: 105 hours Fundamental elements of Behavior Change & Specific Procedures: 45 hours ID of Problems & Assessment: 30 hours Intervention & Behav. Change considerations : 5 hours Behav. Change Systems: 5 hours Implementation, Management & Supervision: 5 hours e. Discretionary : 15 hours 5. Categories of Supervised Experience: a. Supervised independent field work (1500 BCBA; 1000 BCaBA) For every 2 week period, supervisees must be supervised at least once at no less than 5% of the total hours spent in fieldwork (1.5 hours must be supervised for every 30 hours

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Autism MENA Foundation worked within that 2 week period as a minimum). Trainee must work work between 10- 30 hours per week at 4 out of 4 weeks per month. However, to complete in 1 year, 30 hours of work at 50 weeks will be necessary. b. Practicum (1000 BCBA; BCaBA 670) Must be a university approved practicum program that is a part of the university’s program.

For every one week, trainee must be supervised 7.5% of the time; therefore for every 20 hours worked, 1.5 hours of supervision would be required. c. Intensive Practicum (750 BCBA; 500 BCaBA) This must be a BACB approved for credit in university experience. Trainee must be supervised 10% of the time.

6. Supervisor Requirements: a. BCBA or BCBA-D in good standing b. Can not be related to trainee. c. Can not be subordinate to trainee. d. Can not be employed by trainee. (Able to work for AMENA) e. A written contract for supervision must be executed as follows: supervisor and supervisee responsibilities must be designated, a description of each activity and its objectives must be specified; designate the consequences for non- compliance, statement that verfires written permission from employer or supervision site that agrees to supervision activities and attestation that bot parties will adhere to BACB guidelines. f. Supervision documentation must include date & duration of each supervisory meeting, format of the meeting (individual/ group), an evaluation of supervisee performance, total experience hours for each supervision period, date lines and signature lines for both supervisee and supervisor.

7. Standards for Registered Behavior Technician (these will be our certified para- professionals, shadows. We do not need to have them be registered, but utilizing equivalent BACB standards is recommended. a. The technician implements the behavior plans directly to the clients under close , ongoing supervision by the BCBA or BCaBA. The technician is primarily responsible for the direct implementation of skill acquisition and behavior- reduction plans developed by the supervisor. The technician will only perform duties that he/she has attained competency in as designated by certification and training coursework. b. Eligibility 18 years of age High school diploma or equivalent Complete AMENA’s 40 hour training program and be deemed competent in AMENA Task List: a. 3 hours of ethics b. measurement (data collection and procedures) c. assessment (describe behavior and environment, conduct preference assessments, assist with individualized assessment procedures, etc) d. skill acquisition (ID the essential components of a skill acquisition plan, session preparation, use of contingencies and reinforcements, etc) e. behavior reduction (identify the components of a behavior reduction plan and implement interventions based on modification of the antecedents, implement differential reinforcement procedures, implement extinguishment procedures, etc), f. documentation and reporting (competency in both written and oral documentation and reporting skills) g. professional conduct (understand the scope of technician’s role including its limitations, respond appropriately to feedback, maintain client dignity, etc.)

Pass AMENA Competency Test.

Criteria for university selection:

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Autism MENA Foundation 1. Provide distance education coursework and remote supervision 2. Approved by Behavior Analysts Certification Board (BACB) 3. The university has behavior analysis programs approved by BACB toward the 4th edition coursework requirements which will go into effect on January 1, 2015. This is important because even if we have master’s and bachelor’s degreed professionals who are able to go through the 6 course, 18 credit certificate coursework, since the supervision requirements are so intensive and at an optimum will take 50 weeks to complete, if we affiliate with a university that is only 3rd Edition approved and our trainees have not completed all requirements by midDecember, 2014, they would then need to qualify under the 4th Edition standards that go into effect in January, 2015.

4. Prefer that programs have the ability to issue a certificate with appropriate documented prior attainment of a master’s degree (BCBA) and/or a bachelor’s degree (BCaBA) that will facilitate faster certification rather than only providing for either master’s degrees and/ or bachelor’s degrees.

5. Preferred affiliation with Association for Behavior Analysts International (ABAI) 6. Preference for program affiliation that offers BCBA and BCaBA certificate coursework (which are the same 6 courses and are at a graduate level) for both; as well as have both graduate and undergraduate programs that meet 4th Edition standards.

7. Motivation to work with AMENA The universities that came closest to meeting the above requirements: 1. Florida Institute of Technology-Florida 4th Edition, ABAI, does not offer a certificate at present but willing to work with AMENA- distance education and remote supervision in place for both BCBA and BCaBA levels. Contact: Joshua Pritchard 2. University of Cincinnati- Cincinnati-4th edition, ABAI, offers degrees for master’s level and bachelor’s level programs; but certificate at present is just for master’s levels persons in pursuit of the BCBA licensure. Contact: Jenna Vandenberg 3. University of North Texas-Texas- 4th edition, ABAI, does not offer an online degree at present but will review each applicant and if in compliance with BACB in terms of the degree, is open to discussions. Contact: Todd Ward,Ph.D.BCBA-D email: Todd.Ward@unt.edu; offers online certificate for BCBA and BCaBA certificate 4. Kaplan University-Illinois, Florida 4th edition, in process with ABAI affiliation, distance for BCBA only at present, as undergraduate program is through department of psychology do needs combination of distance and on- campus; however issues certificates via distance education for both BCBA and BCaBA level students. Contact: Erin Carr- Jordan, Ph.D.

Universities that provide distance education and are 4th Edition compliant 1. Arcadia University- Pennsylvania; Contact: Adriana Gonzalez- Lopez; BCBA level only & remote supervision 2. Brandman University- California; Contact: Nancy Salzman; BCBA level only- no remote supervision in place but will work with AMENA 3. Capella University- California; Contact: Laren Winter; BCBA level only- no remote supervision in place but will work with AMENA 4. Chicago School of Professional Psychology; Contact: Marlene Cohen; BCBA level only & remote supervision 5. Clemson University- California: Contact: William Edwards; BCBA level only for distance and no remote supervision at present; BCaBA level is only offered as a hybrid degree via both distance and on- campus 6. Michigan State University-Michigan: Contact: Joshua Plavnick; BCBA level only- no remote supervision in place but will work with AMENA

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Autism MENA Foundation 7. Montana State University-Montana: Contact: Cheryl Young- Patton; BCBA and BCaBA available for distance education & remote supervision 8. Northern Arizona University: Contact: Daniel Davidson; BCBA level only- no remote supervision in place but will work with AMENA 9. Sage College: Contact: Dana Reinecke; BCBA level only & remote supervision 10. Saint Cloud State University- Minnesota: Contact: Eric Rudrud, ABAI affiliation, offers BCBA and BCaBA coursework but only as a hybrid program for distance ad on- campus learning 11. Saint Joseph’s University- Pennsylvania: Contact: Lynn Ewing: BCBA certificate for distance only; offers hybrid programs for BCaBA and BCBA as well on-campus; offers remote supervision for BCBA; Jesuit university.

12. Southern Illinois University: Contact: Mark Dixon, ABAI, BCBA distance only; BCaBA and BCaBA also offered on campus only; offers remote supervision 13. Texas A & M University- Texas- Contact: Jennifer Ganz; BCBA distance only & remote supervision 14. University of Arkansas- Arkansas: Contact: Peggy Schaefer Whitby; BCBA only: no remote supervision or local affiliations for supervision in place 15. University of Houston Victoria- Texas: Contact: Andria Young; BCBA only; no remote or local supervision in place 16. University of North Dakota- North Dakota: Contact: Katherine Terras (701.777.2863) email: katherine.terras@email.und.edu; BCBA and BCaBA programs; no remote supervision affiliation in place but may be able to remotely supervise via AMENA’s education and treatment center; awards master’s degree in special education with core coursework and certificate program in place for both BCBA and BCaBA requirements; tuition: $382.00 per credit ($6876.00 for 18 credits toward certificate plus costs of supervision). To apply for certificate program: http ://.graduateschool.und.edu/graduate-students/new/non-degree.cfm 17. University of Texas Austin- Texas: Contact: Amanda Little; ; BCBA only; no remote or local supervision affiliation in place.

18. University of Washington- Washington: Contact: Nancy Rosenberg; BCBA only; hybrid of distance and campus; offers supervision 19. University of West Florida- Florida: Contact: Leasha Berry; BCBA and BCaBA; hybrid of distance and campus; offers supervision 20. West Connecticut State University- Connecticut: Contact: Janet Burke; offers both BCBA and BCaBA distance education programs; not remote or local supervision programs in place but willing to work with AMENA 21. Western New England University- Massachusetts: Contact: Rachel Thompson; offers hybrid BCBA program and has supervision affiliations for both remote and local supervision; BCaBA only offered on campus Possible University Partners: 1. Kaplan University: Contact: Erin Carr- Jordan, BCBA- D Academic Department Chair, Graduate Psychology Email: ecarrjordan@kaplan.edu Approximate Cost/ year: Graduate: $117400.00 + $900.00 books/supplies Undergraduate: $10695,00 + $625.00 books This does not include the cost for remote supervision. Dr. Young- Pelton has reached out to 7 of her adjunct faculty; all of whom are willing to perform remote supervision for our students.

Costs have not been discussed.

Strengths:

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Autism MENA Foundation Program is completely on line and initial graduates could receive a certificate after taking 18 ABA core courses and then be able to sit for the certification exam at both BCBA and BCaBA levels with completion of supervised hours (1500). b. Currently working with ABAI and will most likely be the 1st program to become ABAI accredited for its ABA master’s level program. c. Able to initiate remote access supervision via private relationships which would be at an additional cost, and is unknown but Kaplan would facilitate via their strategic relationships. d. 24-7 on- line tech support e. Vibrant ABA program with many of its students being 100% on- line. f. Very motivated to work with AMENA and will discuss partnership to further decrease costs by 20%. g. Will assist with scholarships, if necessary. This would be difficult as the students are not US citizens. h. Students can start monthly so we would not have to wait for beginning and ending of semesters; thus expediting graduation a.

Limitations: a. Does not have current supervision partners for remote supervision, but Dr. Carr- Jordan has assured me that she will personally be responsible for ensuring that our supervision requirements are seamlessly met via her staff in Florida. b. Kaplan’s reputation has been typically one of an on- line university 2. Montana State University: Contact: Dr. Cheryl A. Young- Pelton, BCBA- D Assistant Professor of Special Education Email: cyoung@msubillings.edu Approximate Cost/ year: Graduate: $14840.00 + $900.00 books/supplies Undergraduate: $10695,00 + $625.00 books This does not include the cost for remote supervision. Dr. Young- Pelton has reached out to 7 of her adjunct faculty; all of whom are willing to perform remote supervision for our students.

Costs have not been discussed.

Strengths: a. program is completely on line and initial graduates could receive a certificate after taking 6 ABA core courses for a total of 18 credits, and then be able to sit for the certification exam at both BCBA and BCaBA levels once supervision is completed. b. currently working with ABAI c. able to initiate remote access supervision via private relationships which would be at an additional cost d. Very motivated to work with AMENA Limitations: a. Montana’s distance and the time differential will make supervision difficult. b. Dr. Young- Patton is the only full time faculty. All other (7) are adjunct faculty but are all BCBA’s. c. This would be the university’s 1st international endeavor.

3. University of North Texas: Contact: Todd Ward,Ph.D.BCBA-D Assistant Professor of Special Education Email: Todd.Ward@unt.edu Approximate Cost/ certificate: $12,000.00 This does not include the cost for remote supervision. Costs have not been discussed.

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Autism MENA Foundation Strengths: a. Program is completely on line and initial graduates could receive a certificate after taking 6 ABA core courses at 3 credits each for a total of 18 credits; and then be able to sit for the certification exam at both BCBA and BCaBA levels once supervision is completed. b. currently working with ABAI c. able to initiate remote access supervision via private relationships which would be at an additional cost but Dr. Ward would facilitate. d. All courses offered on- line each semester e. 24/7 access f. Motivated to work with AMENA Limitations: a. Texas’ distance and the time differential will make supervision more difficult. b. Does not offer on- line degree options so relationship would be limited to certificate program.

4. Florida Institute of Technology: Contact: Joshua Pritchard,Ph.D.BCBA-D Program Manager Email: jkp@fit.edu Approximate Cost/ certificate: $26,000.00 ($10,000.00 for coursework and $16,000.00 for unique supervision option. Cost is based on 16 students but would decrease if more students are enrolled based on decreased supervision costs.

Strengths: a. Program is completely on line for coursework and students would receive an M.S. in Applied Behavior Analysis. b. Offers both BCBA (18 credits) and BCaBA (12 credits) certificates. Will work with AMENA to ensure that certificate program candidates who want to enroll in full degree program will be able to utilize all credits toward degree. c. Currently initiating relationship with ABAI d. FIT would send a professor (Ph.D., B.C.B.A.-D to Amman who would be on- site to do the direct supervision which would then bring the supervision requirements down to 1000 hours as it is part of the university program. Professor would teach, direct supervision and initiate research, and would be paid by FIT with the embedded cost of $16,000.00 per student with a minimum of 16 students. e. FIT would work with AMENA to develop a Ph.D. candidate. Candidate would need to spend 2 years in the U.S. to complete their degree; but then FIT would hire the professor and that person would be working with AMENA to train future students, direct programs and facilitate research. f. All courses offered on-line at a 3 month frequency for certificate program; so don’t need to wait for semesters to begin and end. g. 24/7 access h. Joshua has spent 16 weeks in Amman training professionals in ABA principles; and loves the culture. i. FIT would promote our research and strategic development via research that would highlight AMENA’s successes and promote reputation in MENA region. j. Motivated to work with AMENA Limitations: a. Currently launching domestic sites; so AMENA would be FIT’s first international project. b. Does not permit supervised fieldwork to begin until core ABA courses are taken c. Certificate courses initiate every three months and are sequential.

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Autism MENA Foundation d. Does not currently offer remote supervision option.

I contacted another several universities: Penn State, University of Massachusetts, Drexel and Johns Hopkins. Either they didn’t meet the program criteria or in the case of Jon’s Hopkins did not contact me after multiple emails. Drexel has a very interesting program via the A.J.Drexel Autism Institute but does not currently have an on- line program and are only 3rd Edition accredited by the BCAB. Owen Schugsta (ocs@drexel.edu) is the program manager and I had a very informative conversation with him. Jim Connell is the director of the ABA program and will speak with us personally if we are interested.

I contacted Teresa Daly, Director at CARD (Center for Autism and Related Disabilities). She gave me the name of a BCBA, Doris Duon- Young, BCBA who opened a company, Behavioral Support Services (BSS) Global Network in Dubai in January, 2014. Her main BSS headquarters is located in central Florida. Her contact information is 407.830.8413. Teresa suggested that she may be able to assist with supervision and/ or training but I didn’t contact her as I don’t know if it would be a good relationship as she is apparently quite entrepreneurial. She has a video on you tube (BSS Team Orientation). She works with ASD, and other neuro developmental disorders. I was not able to find out the size of her organization or the number of staff she has employed. I believe she is training technicians.

Training protocols for professionals, paraprofessionals and BCBA staff 1. 80-hour AMENA internal training program for professionals (even if go through US university training). Key elements: a. Core 40-hour course b. Demo: intervention with child (hands-on or video) i. At least some live experience ii. If have video, it would be 8-hours of video c. Live review of performance to show: Base competency skills 2. 40-hour AMENA internal training program for paraprofessionals a. Core 40-hour course (as above) 3. US university partnership for BCBA certification a. Over time the supervision should be done by a BCBA-certified AMENA staff member 4. BCBA supervision capability (1500 hours) a. Forms provided by US university or can purchase from 3rd- party provider b. Translation services: i. First BCBA student(s): would need translation services for the 1500 hours. Can either find a current BCBA that speak Arabic or have cases that are English-only.

Clinical protocols 1. Intake: develop forms, key indicators, selection criteria, what will do 2. Assessment: ABA, SLP, OT assessment o ABA based on Abeles which we can purchase o SLP: we can purchase o OT: sensory-based protocol 3. Intervention: education and clinical 4. Discharge For example, from Dr. Kathy we’re talking about purchasing Intake, some of Assessment and some Intervention – Education protocols and developing in-house the rest. To purchase might have to pay royalties plus consulting fees. If we use a lot of her program, then she’d want to be closely involved and charge us fees. We’d probably want to develop as much in-house. However, it is not costeffective to create from the beginning.

All protocols have to be written and then translated into Arabic • Assessment: 3 pages • Intervention: 10 pages

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Autism MENA Foundation Projected time line and costs for Robin’s work A. Nursery program: 1. Week 1: Investigate various programs including purchase costs and training; as well as restrictions to determine if programs can be legally adapted to AMENA’s trademarked programs. Prepare report. Review online 40 hour RBT programs and sign up for course.

Begin course.

Time/Cost: 40 hours: $3000.00 RBT Program cost and exam fee: $ 350.00 2. Week 2: Travel to New Jersey to meet with Dr. Kathy, program director. Review Cherry Hill’s programs for school and home. Collaborate to determine if necessary to use her entire program or extrapolate and adapt. Continue course. Write final report and recommendations. TC with HQ/JA to make final decisions. Purchase program.

Time/Cost: 40 hours: $3000.00 Travel: $ 300.00 Room/ Board (3-4 days): $900.00$1200.00 3. Week 3: Develop RBT program and materials including Power Point presentation. Research and develop key ABA concepts for expansion of RBT program for professional staff- 80 hours including direct training component. Develop protocols and competencies for RBT and nursery professional staff. AMENA to purchase ABA program. Costs are unspecified.

Meetings with university partner selected by AMENA to develop strategy/ timeline for student(s) to initiate Master’s certificate or degree. Develop appropriate supervision strategy in accordance with university partner’s program requirements. * In conjunction with this JA to initiate solicitation of appropriate university candidates with requirements previously submitted in u.s. university partners document and make final determination as to the amount of BCBA professionals we want to initially train. Minimum of 2- one is program director and at least 1 lead instructor should be credentialed. 1 SLP to be ABA certified should also be considered.

Time/Costs: $3000.00 4. Week 4: Collaborate to develop ABA based program for Arabic population. Develop nurserykindergarten protocols and criteria. Continue development of protocols and competencies.

Continue outstanding work from week 3.

Time/Costs: $3000.00 5. Week 5: Continue and complete ABA programs and competences and staff protocols as above.

Time/Costs: $3000.00 6. Week 6- 8: Collaborate with AMENA hired professional to expand ABA/neurodevelopmental program to meet AMENA region’s needs. Continued collaboration with university partner.

Outreach to ABAI to inform organization of our intentions, etc.

Time/Costs: $9000.00 7. Week 9+ : Consider travel to Amman so that I could develop personnel and environment to meet AMENA’s vision. Review and finalization of AMENA’s programs.

Time/ Cost: $3000 per week plus travel, room and board expense.

B. Young Adult/ ABA, Vocational Rehabilitation and Community Development Program: 1. Week 1: Investigate various vocational rehabilitation programs including purchase costs and training; as well as restrictions to determine if programs can be legally adapted to AMENA’s trademarked programs. Prepare report. Review online 40 hour RBT programs and sign up for course. Begin course.

Time/Cost: 40 hours: $3000.00 2. Week 2: Develop RBT program and materials including Power Point presentation. Research and develop key ABA concepts for expansion of RBT program for professional staff- 80 hours including direct training component. Develop protocols and competencies for RBT and nursery

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Autism MENA Foundation

3.

4.

5.

6.

professional staff. AMENA to purchase ABA program. Costs are unspecified. Meetings with university partner selected by AMENA to develop strategy/ timeline for student(s) to initiate Master’s certificate or degree. Develop appropriate supervision strategy in accordance with university partner’s program requirements. * In conjunction with this JA to initiate solicitation of appropriate university candidates with requirements previously submitted in u.s. university partners document and make final determination as to the amount of BCBA professionals we want to initially train. Minimum of 2one is program director and at least 1 lead instructor should be credentialed. 1 SLP to be ABA certified should also be considered.

Time/Costs: $3000.00 Week 3: Collaborate to develop ABA based program for Arabic population. Develop protocols and criteria for students and staff. Continue development of protocols and competencies.

Continue outstanding work from week 3.

Time/Costs: $3000.00 Week 4: Continue and complete ABA programs, voc rehab and clinical programs; and competences and staff protocols as above.

Time/Costs: $3000.00 Week 5- 7: Collaborate with AMENA hired professional to expand ABA/neurodevelopmental program to meet AMENA region’s needs. Continued collaboration with university partner.

Outreach to ABAI to inform organization of our intentions, etc.

Time/Costs: $9000.00 Week 8+ : Consider travel to Amman so that I could develop personnel and environment to meet AMENA’s vision. Review and finalization of AMENA’s programs.

RBT Program cost and exam fee: $ 350.00

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Autism MENA Foundation 2.0 Organization Summary Autism MENA Foundation is dedicated to helping the Autistic children link to the world around them successfully through the cocoons inclusion educational methodology.

And create a world-standard professional institutes based on the ABA programs regionally.

By developing a sustainable sources of gift revenue.

In doing so, we take a comprehensive approach to in creating a result oriented collaborative environment for the cause of merging autistic children back to their larger communities successfully .

CHART: Organizational Chart

2.1 Legal Entity The Autism MENA Foundation will be incorporated as a nonprofit operating foundation in Geneva. A policy-making board will meet quarterly.

Autism MENA nursery will be established in Amman, Jordan operating as a for profit entity.

Autism MENA institute will be established in Amman, Jordan as a start operating as a for profit entity, educating and graduating professionals, using the nursery as its field practice ground.

The HQ a managerial office handles the relation between all the above entity’s baring in mind the overall strategic vision of the foundation, and coordinating the day to day works of the operational entities. Established as a for profit entity.

2.2 Start-up Summary Total start-up expense details are included in the following start-up table. About a third of is earmarked for the travel necessary to secure contracts. An HQ office is assumed. Required startup assets include cash reserves all listed in a detailed excel budget spreadsheets. The startup HQ office is already equipped with furniture as a turnkey office solution.

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Autism MENA Foundation Chart: Start-up

Start-up

$60,000

$50,000 $40,000

$30,000 $20,000

$10,000 $0 Expenses

Assets

Investment

Loans

Table: Start-up

Start-up Requirements Start-up Expenses Start-up Costs Institute Start-up Cost EI School Start-up Cost HQ Marketing Material Legalities and Registrations Travel and Awareness Activities Total Start-up Expenses

$136,007

Start-up Assets Cash Required Other Current Assets Long-term Assets Total Assets

$68,000 $10,000 $30,000 $108,000

Total Requirements

$244,007

$34,007 $35,401 $19,599 $12,000 $15,000 $20,000

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Autism MENA Foundation

Table: Market Analysis Market Analysis Potential Customers Advanced Diagnostic Clinics in Autism Behavioral Speech/Language and Communication Parent Training and Child Shadow Staff Training (BCBA, DAN and Lower) & Training the Trainer Program Research Platform Awareness Activities Clinical and edu-scape design (Obtaining the ABA & Similar Programs) Child Growth (Cocoons) Structured Funding (Grants, Endowments, Crowed Funding, Seminars & Sponsorships) Total

2014

2015

2016

1 1 110 30

1 1 275 42

30% 100% 0%

1 5 4

50% 200% 133.68%

Growth 20% 20% 150% 40%

2017

2018

1 1 688 59

1 1 1,720 83

1 1 4,300 116

CAGR 0.00% 0.00% 150.05% 40.23%

1 10 4

1 20 4

1 40 4

1 80 4

0.00% 100.00% 0.00%

1 1

2 3

3 9

5 27

8 81

68.18% 200.00%

154

339

786

1,882

4,592

133.68%

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Autism MENA Foundation Table: Funding Forecast Funding Forecast Funding Structured Funding Awareness Funding Start-up Funds Endowments Total Funding Direct Cost of Funding Structured Funding Awareness Funding Start-up Funds Endowments Subtotal Cost of Funding

FY 2015

FY 2016

FY 2017

$480,000 $180,310 $106,924 $700,000 $1,467,234

$680,000 $330,000 $0 $2,000,000 $3,010,000

$1,200,000 $450,000 $0 $2,500,000 $4,150,000

FY 2015 $196,786 $216,878 $0 $349,306 $762,970

FY 2016 $498,000 $50,000 $0 $737,000 $1,285,000

FY 2017 $750,000 $75,000 $0 $1,400,000 $2,225,000

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Autism MENA Foundation

2.3 Locations and Facilities The initial office of the HQ will be established in Amman, Jordan. The central location provides timely access both Middle East and North Africa. Once the core team is well established, the organization will be in a position to employ the managerial team for the HQ. The moratorium on managerial offers an opportunity to form a strong core group and culture, with frequent training opportunities and little expense.

In parallel the Geneva foundation is being resisted at the moment. The nursery have already been bought with all its existing registration and permits documentation, in Amman, Jordan.

The search for the proper location of the institute once the foundation started to gain the proper awareness.

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Autism MENA Foundation 3.0 Services Autism MENA Foundation offers: • • • • • • • •

Capital Campaign Readiness Assessment and Counsel.

Planned Giving Programs.

Annual Fund Development.

Market Research of for the Autism cause for the region.

Cause Relations Programs.

Donor Relations Programs.

Strategic Public Relations.

Advocacy: with families, schools, government and social agencies

Autism MENA Institute offers: • Professional training of ABA Early intervention school (Nursery)

3.1 Service Description Core Business: Capital Campaign Readiness Assessment and Capital Campaign Counsel Parents are most willing to spend substantial money on result oriented programs. Therefore, campaign counsel must be the core of our business. Monthly retainer fees of $15,000 for a 10-12 month campaign are not uncommon (i.e. a single school campaign contract generates $150,000 to $180,000). Depending on the campaign goal, these fees translate into campaign expenses of 4-6% and are considered good stewardship; the industry standard is 10% though some fund-raising 'foundations' have been known to take as much as 70% of total dollars raised.

Fund raising costs of 6% on a $4M campaign (common these days) yields a substantial sum of money ($240,000) available to the Autism cause.

Planned Giving Programs The largest intergenerational wealth transfer in world history will occur within the next decade. Many Autism schools have talked about endowments, but made the mistake of trying to grow them with cash gifts. Most have successfully completed capital building campaigns in the 90's, but because they sought cash, built only modest endowments. Planned gifts represent the opportunity of a lifetime for our Autism schools, and the single most promising new area in fundraising development.

Annual Fund Development and Market Research of Alumni and Parents These two services go hand in hand. By now, every Autism school has an Annual Fund; crowd sourcing, awareness campaigning and direct event are common. To grow revenue, the Autism school will need to make use of market research to better understand why parents choose to give or not to give.

Autism Relations Programs

The number one factor influencing major gifts is the degree to which an individual has been meaningfully involved in the mission of an organization. Autism Relations Programs build on this principal to attract people and capital.

Donor Relations Programs

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Autism MENA Foundation Too often, once capital campaign pledges are secured schools leave relations with donors to chance. There is rarely, if ever, a planned system of communication and involvement to keep the 200+ best donors (who represent 90% of all gift revenue!) informed and involved--and ready for the next campaign.

Strategic Public Relations

Our research shows that globally about half the Autism schools have a public relations officer/company on staff. But even among these schools, it is extremely rare to see a communication plan built on the strategic interests of the school. Donor Relations are high-touch and focused, the goal of Strategic Public Relations is to improve perceptions in order to grow the number of supporters.

Marketing and Recruitment Consulting

In the late 90's and many Autism schools suffered severe enrollment problems. By 2007 that was no longer the case. A demographic bulge, plus continuing uncertainties about Autism schools helped fuel the growth in Autism school enrollment. But fortunes could change with demographics. Now is the time many Autism schools need to think strategically about their position in the market--before demand weakens.

Development Director Recruitment and Training Services

The turnover rate among development directors is very high due to the overwhelming demand in the NFP sector for experienced development people, and the high burnout rate of people new to the field of Autism. An investment in training yields as much as twice the first-year revenue for the school.

Autism MENA Institute serves as the provider of the following services •

Professional training of ABA To train and certify a full range of professionals needed, focusing on: o Critical core professionals such as Applied Behavioral Analysis (ABA) therapists, speech pathologists and occupational therapists o Nonprofessional care givers to be experienced care givers/ facilitators of the children to work in homes and schools o Parents Early intervention school (Nursery)

•

Build a pilot, showcase school with inclusive academic and remediation programs as core components of its curriculum to service children aged 2 to 5 years-old with Autism and Autism spectrum disorders and create nursery school, pre-K and Kindergarten classes. Early intervention (ages of 2-5) is the most critical window of time to impact a child with Autism yet schools only start in the 1st grade with 6-year-old children – too late to have a significant impact on children with Autism even if there were locally trained professionals to assist.

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Autism MENA Foundation 3.2 Market Status and existing service providers

Until recently, there was very little awareness of autism in the Middle East, and very few, if any, data about the prevalence of the condition. This is now beginning to change.

Bolstered by international collaborations, the past decade has seen a number of autism research centers and non-profit organizations established across the Middle East.

These institutions conduct research and provide educational services and training for children with autism and their relatives. Our desk research has also shown that large Middle Eastern families can provide autism researchers with new opportunities to understand the genetic causes of the condition.

Autism is a neurodevelopmental disorder characterized primarily by impaired social interactions and communication and by repetitive, stereotyped behaviors.

In parts of the Middle East, autism, along with other psychiatric conditions, were traditionally thought to be the work of black magic or the "evil eye," in the past, and children with autism were kept out of mainstream society, with little or no access to education.

"There is not enough awareness about autism in the countries in the region," says Ranwa Yehia, whose four-year-old son Nadeem has the condition. "Like everything else, people fear what they do not understand and inadvertently discriminate against it because they don't know otherwise."

By participating in international events such as World Autism Day and disseminating information via mass media and outreach activities at schools, hospitals and colleges, these newly founded organizations are helping raise awareness about autism throughout the Middle East to counter the stigma attached to it.

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Autism MENA Foundation 3.3 Addressing a need and Market Players The Largest active entities: One of the earliest such organizations to be established in the region is the: Egyptian Autism Society: Which was founded by educational psychologist Dahlia Soliman in 1999. Soliman studied autism at the University of Birmingham, UK, before returning to Egypt, and provides numerous services for children with autism and their relatives.

"We have a very serious problem of under-diagnosis in Egypt and the Arab world. Many paediatricians fail to understand the signs of autism so the children never get the proper care and treatments they need," says Soliman.

The society recently started offering children an intensive, full-day programme called “Headstart�, which uses three specialized educational programmes, administered to children with autism on a oneto-one basis. All three are well established, evidence-based interventions that have been shown to improve the educational outcomes of children with autism.

The TEACCH program: (Treatment and Education of Autistic and Communication related handicapped Children) developed in the early 1970s by American psychologist Eric Schopler, provides diagnostic evaluations, workshops and recreational groups for children with autism and training and support groups for their parents.

Applied Behavior Analysis (ABA): Is an intervention that teaches linguistic, cognitive and social skills to children skills, which focuses on rewarding desired behaviours and discouraging inappropriate ones. Picture Exchange Communication System (PECS) is a teaching method that facilitates children's communication skills through individualized learning environments.

"Nadeem receives occupational therapy and training in social skills, academic skills and speech therapy," says Yehia. "He has been blooming and progressing on all levels as a result of their hard work, and the progress he has made is thanks to their dedication and knowledge of working together as a team along with the parents."

"I am a complete believer in their work, and it should be taken as a model for more work on autism in Egypt. They should be given all support to continue doing what they are doing".

The Dubai Autism Center: Founded in 2001 by a decree from the late ruler of Dubai, Sheikh Maktoum Bin Rashid Al Maktoum, uses a similar approach. It, too, provides one-to-one tuition for autistic children using the same specialized programmes, and offers family support clubs and forums to encourage parents to meet each other, share their experiences and give feedback on their services.

The DAC provides families of children with autism with up-to-date information about the latest interventions available in the West. They have also established multidisciplinary teams that include a clinical psychologist, neurologist, psychiatrist and speech and communication therapist, to diagnose and treat children with Autism Spectrum Disorders.

In June, 2007, the New England Center for Children (NECC): A leading school for autism treatment and education in Massachusetts, United States, signed a 10year contract with the Abu Dhabi Health Services Company: to bring cutting-edge research and treatments to the United Arab Emirates.

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Autism MENA Foundation NECC-Abu Dhabi: Opened in December 2007 with 6 children and 9 staff. Using customized treatment models, the center now serves 56 children and their families, and provides workshops, training, and outreach for other professionals. It also conducts applied research on best practices in autism treatment.

Autism Research and Treatment (ART): The latest initiative to address the condition is the Autism Research and Treatment (ART) Center at the King Saud University in Saudi Arabia, which opened in March 2010. Funded by the government of the Kingdom of Saudi Arabia, the ART Center is the first to offer basic research combined with treatment in the region.

"Our vision is to conduct research and develop strategies to integrate the best available treatment and interventions through evidence-based approaches," says Laila al-Ayadhi, a neurophysiologist who directs ART Center Scientists at the centre have published several research papers on autism in Saudi Arabia in particular, and are currently involved in five different projects to identify genetic and electrophysiological markers which might help in the diagnosis of autism spectrum disorders.

The Middle East & North Africa : A research goldmine (Suggested Service) Middle Eastern populations offer advantages to autism researchers, for several reasons. Firstly, the practice of consanguinity, or marrying relatives, is common throughout the region, increasing the frequency of rare susceptibility genes and autosomal recessive disorders. Secondly, high birth rates mean that there are many large families in the Middle East, many of which contain marriages between first cousins.

By studying families such as these, researchers can find numerous affected individuals within the same family, making genetic screening and the identification of rare mutations much easier.

Christopher Walsh, a neurogeneticist at Howard Hughes Medical Institute, adopted this approach to find a number of previously unidentified inherited causes of autism. In collaboration with Eric Morrow of Massachusetts General Hospital, Walsh visited Dubai, Kuwait, Saudi Arabia, Turkey and Pakistan.1 Working with physicians in those countries, they recruited 104 extended, consanguineous families, 88 of which have marriages between first cousins. They used a technique called homozygosity mapping to compare the chromosomes of affected and unaffected relatives from the same families, to identify and characterize small genome fragments that are shared by family members with the condition.

"This is an efficient way to rapidly narrow down from 20,000 possible genes causing a disease, to a much smaller number of candidates," says Walsh. "It can only be applied in families that share ancestry, which is why communities in the Gulf region are so well suited to the approach."

The study, published in Science in 2008, showed that several of the families had rare and inherited deletions of large regions of chromosomes, each of which normally includes genes that are involved in the formation and function of synapses.

"The deletions remove DNA containing on/off switches that control when and how the nearby genes are turned on or off," says Walsh, "so that although the nearby genes are intact, they are disabled. A couple of these nearby genes appear to be targets of the plasticity processes that underlie learning."

Walsh's project is ongoing, and he and his colleagues are visiting the Middle East regularly to work with collaborators in Kuwait, UAE, Saudi Arabia, Qatar, Oman, Jordan and Tunisia.

"Our challenge is to identify the many different causes of autism one at a time," he says. "It likely involves several hundred genes. This is a big challenge that can be best met by studying large families where a single gene can be tracked through the family."

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Autism MENA Foundation Despite this progress, many challenges remain for Middle Eastern children with autism. "I am lucky that I can afford the training my son needs, but this not the case for most parents in Egypt," says Yehia.

For many poorer families in Egypt, autistic children remain at home, often never given an education because their parents cannot afford the rare and expensive private facilities that offer these services. They often drop out of mainstream schools since teachers in the already overcrowded schools are not trained to handle them.5 "Discrimination comes mostly from the government, regarding mainstreaming autistic children within the educational system," adds Yehia. "This can only be solved by nation-wide government policies to support parents facing this situation."

5

Main Business Driver

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Autism MENA Foundation Secondary Market Players around the region Bahrain

Kuwait

Organization / Service offering The Rehabilitation Institute for Autism and Related Communication Handicaps (Ria) Bahrain Society for Children with Behavioral and Communication Difficulties The Children’s Academy Kuwait Center for Autism Applied Behavior Center of Kuwait

Oman

The Specialty Center for Autism (6)

Qatar

Qatar Autism Center & Special Needs (9) Shafallah Center for Children with Special Needs (10) Jeddah Autism Center Saudi Autistic Society Center for Autism Research, King Faisal Specialist Hospital, Riyadh Prince Salman Center for Disability Research and the Mother of Faisal Autism Center Multiple services available New England Centre for Children Abu Dhabi

Saudi Arabia

UAE - Abu Dhabi

Abu Dhabi Centre for Autism Emirates Autism Centre UAE - Dubai

Lebanon

There are over a dozen organizations servicing kids with Autism Dubai Autism Center is the largest Lebanese Autism Society

Palestine

Jenin Autism Project

Syria

Syrian Autism Association in Latakia Syrian Organization for the Disabled, AAMAL

Yemen

Yemen Center for Autism

Program description Serves children with a range of disorders from the ages of 3 to 9, including Down’s Syndrome, Autistic Spectrum Disorder, Attention Hyperactivity Disorder (ADHD), Developmental Coordination Disorder, Global Development Delay and Speech and Language Delay or Disorder (4) Provides comprehensive developmental assessments, direct one-on-one home-based and center-based ABA therapy, parent training and consultation, ABA therapist supervision, teacher consultation and training, and educator and parent workshops.

As of January 2013, served 30 children (7) The Ministry of Social Development co-operated with the Kuwait Centre for Autism to provide training to 25 employees from Al Wafa Social Service Centre and two employees from the Disabled Child Care Association.

Early Childhood Unit, Autism Unit, Speech and Language Therapy Unit, Occupational Therapy, Physiotherapy Department, Clinical Services, Nutritional Services Serves 66 children with 12 teachers. 2014 (1) Evaluated and diagnosed 50 children with a waiting list of 80. 2010 (2) Primarily research only. Launched a program to train ABA professionals with the University of Nevada, Reno.

(3) 42 pupils aged between 3 and 9. Another 20 children are being taught separately in inclusion and transition programmes. Each group of six pupils is looked after by seven teachers, a mix of expatriate and local staff.

The Center provides specialist services to around 30 students with autism spectrum disorder.

Established in 2008 with 50 students between the ages of 3 to 20 Founded in 2001. The only center solely dedicated to Autism Founded in 1999 Classes for Children with Autism Early Diagnosis and Intervention Center Technical School for Adolescents with Autism Aims to train mothers of children with autism in ABA. 13 mothers have signed up.

They academically sponsored 20 Speech and Language Pathologists and 20 Special Education Specialists in Autism, Hearing Impaired, and Visually Impaired.

Autism Center which hosts today 84 children with Autism Spectrum Disorder Founded in 2005, by 2012 it serviced 117 children

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Autism MENA Foundation 3.3 Collaterals marketing material The business will begin with a corporate identity and a foundation profile establishing our position, developed as part of the start-up expenses. Because our market is very specific, VIP donor B2B targeting and mass awareness campaigns are the most natural avenue. The sales process takes three steps: 1. Awareness campaigning . Interested parties are invited to call or write for a free publication: MASSIVE FREE MEDIA BUY 2. Those that identify themselves as interested receive the publication, and online newsletter followed by a phone call to discern their needs.

3. VIP and high profile events Those interested in services receive a introductory video of the founder on location at the schools and projects he helped build, talking personally about the drama inherent in each campaign. The objective is for the prospective client to see himself and his own situation reflected in that of other clients we have already successfully worked with prior to forming AUTISM MENA. 3.5 Technology Educational provided programs are distant learning with the providing universities. An Internet presence is assumed, not only for marketing, but as a study and learning platform as well.

3.6 Future Services Planned Giving represents the most promising extension of our services. For a discussion of this, see Service Description section.

4.0 Market Analysis Summary A research was designed to evaluate the hypothesis that the prevalence of autism spectrum disorder (ASD) among children in the Arab world is positively associated with socioeconomic status (SES).

METHOD: A cross-sectional study was implemented with data from the Autism and Developmental Disabilities Monitoring Network, a multiple source surveillance system that incorporates data from educational and health care sources to determine the number of 8-year-old children with ASD among defined populations. For the years 2002 and 2004, there were 3,680 children with ASD among a population of 557,689 8-year-old children. Area-level census SES indicators were used to compute ASD prevalence by SES tertiles of the population.

RESULTS: Prevalence increased with increasing SES in a dose-response manner, with prevalence ratios relative to medium SES of 0.70 (95% confidence interval [CI] 0.64, 0.76) for low SES, and of 1.25 (95% CI 1.16, 1.35) for high SES, (P<0.001). Significant SES gradients were observed for children with and without a pre-existing ASD diagnosis, and in analyses stratified by gender, race/ethnicity, and surveillance data source. The SES gradient was significantly stronger in children with a preexisting diagnosis than in those meeting criteria for ASD but with no previous record of an ASD diagnosis (p<0.001), and was not present in children with co-occurring ASD and intellectual disability.

CONCLUSIONS: The stronger SES gradient in ASD prevalence in children with versus without a pre-existing ASD diagnosis points to potential ascertainment or diagnostic bias and to the possibility of SES disparity in access to services for children with autism. Further research is needed to confoundation and

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Autism MENA Foundation unders tand the sources of this disparity so that policy implications can be drawn. Consideration should also be given to the possibility that there may be causal mechanisms or confounding factors associated with both high SES and vulnerability to ASD. = The Lower the means are the higher the chance of ASD. And that directs Autism MENA to seek its most strategic efforts towards supporting the less fortunate into having the best care they could.

Business Directive: the well to do will help the less fortunate.

4.1 Economic Costs

It is estimated to cost at least $17,000 more per year to care for a child with ASD compared to a child without ASD. Costs include health care, education, ASD-related therapy, familycoordinated services, and caregiver time. For a child with more severe ASD, costs per year increase to over $21,000. Taken together, it is estimated that total societal costs of caring for children with ASD were over $9 billion in 2011.

Research: OBJECTIVE: To estimate the associations between autism spectrum disorder (ASD) diagnoses and service use, caregiver time, and cost outcomes.

METHOD: We used an Interview Survey done for the Arab world region and a study-specific survey to estimate the annual utilization and costs for health care, school, ASD-related therapy, familycoordinated services, as well as caregiver time in children aged 3 to 17 years, with and without parent-reported ASD. Regression analyses estimated the association between ASD diagnosis and cost, controlling for child gender, age, race/ethnicity, insurance status, household income, country region and urban/rural classification, and non-ASD-related illnesses.

RESULTS: Children with parent-reported ASD had higher levels of health care office visits and prescription drug use compared with children without ASD (P < .05). A greater proportion of children in the ASD group used special educational services (76% vs 7% in the control group, P < .05). After adjusting for child demographic characteristics and non-ASD-associated illnesses, ASD was associated with $3020 (95% confidence interval [CI]: $1017-$4259) higher health care costs and $14 061 (95% CI: $4390-$24 302) higher aggregate non-health care costs, including $8610 (95% CI: $6595-$10 421) higher school costs. In adjusted analyses, parents who reported that their child had ASD did not have significantly higher out-of-pocket costs or spend more time on caregiving activities compared with control parents.

CONCLUSIONS: The economic burden associated with ASD is substantial and can be measured across multiple sectors across the Arab world . Previous analyses that focused on health care underestimated this economic burden, particularly for school systems.

Children and adolescents with ASD had average medical expenditures that exceeded those without ASD by $4,110â&#x20AC;&#x201C;$6,200 per year. On average, medical expenditures for children and adolescents with ASD were 4.1â&#x20AC;&#x201C;6.2 times greater than for those without ASD. Differences in median expenditures ranged from $2,240 to $3,360 per year with median expenditures 8.4â&#x20AC;&#x201C;9.5 times greater.

Research: Abstract

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Autism MENA Foundation This study provides estimates of medical expenditures for a subset of children and adolescents who receive employer-based health insurance and have a medical diagnosis of an autism spectrum disorder (ASD). Individuals with an ASD had average medical expenditures that exceeded those without an ASD by $4,110-$6,200 per year. On average, medical expenditures for individuals with an ASD were 4.1-6.2 times greater than for those without an ASD. Differences in median expenditures ranged from $2,240 to $3,360 per year with median expenditures 8.4-9.5 times greater. These findings add to a growing body of evidence that children and adolescents with medical diagnoses of an ASD incur elevated medical utilization and costs.

Main findings from this study: In 2010, the average annual medical costs for Autism -enrolled children with an ASD were $10,709 per child, which was about six times higher than costs for children without an ASD ($1,812).

Among children with an ASD, about half had at least one of the three commonly co-occurring conditions: ADHD, intellectual disability, or epilepsy.

Children with an ASD and one or more of the three commonly co-occurring conditions had annual medical costs greater than those of children with an ASD and none of the other conditions.

Children with an ASD and none of the co-occurring conditions had average medical costs of about $7,200.

Children with an ASD and ID had average medical costs of about $19,200.

Children with an ASD and epilepsy had average medical costs of about $11,900.

Children with an ASD and ADHD had average medical costs of about $9,500.

Understanding which components of a childâ&#x20AC;&#x2122;s care such as inpatient, outpatient, drug and/or educational costs have the greatest effect on medical care costs can help with long-term planning strategies for Autism MENA. This information also is helpful for clinicians with whom children who have an ASD make their medical home. Early identification of co-occurring conditions is likely to lead to better services and earlier interventions that would be helpful for children with an ASD.

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Autism MENA Foundation

4.1 Market Segmentation

# of Autistic Children Saudi Arabia

PPP

Success Factor

Average Pricing / Year / Autistic Child

Pricing / Month / Autistic Child $

Total Market Size

51591

$

30,477.0

1.11

$

50,990

$

4,249

152234

$

6,474.0

0.08

$

10,832

$

903

$

1,648,925,742

Algeria

32497

$

7,268.0

0.22

$

12,160

$

1,013

$

395,161,780

Morocco

30000

$

5,193.0

0.17

$

8,688

$

724

$

260,649,155

Sudan

78296

$

2,549.0

0.06

$

4,265

$

355

$

333,907,485

Egypt

2,630,648,999

UAE

3664

$

29,176.0

7.96

$

48,814

$

4,068

$

178,853,713

Kuwait

4,515

$

39,874.0

16.35

$

66,712

$

5,559

$

301,206,475

Oman

3152

$

28,843.0

9.15

$

48,257

$

4,021

$

152,104,962

Qatar

800

$

100,889.0

126.11

$

168,795

$

14,066

$

135,036,306

Tunisia

7597

$

9,650.0

1.27

$

16,145

$

1,345

$

122,655,262

Yemen

40,049

$

2,251.0

0.07

$

3,766

$

314

$

150,828,675

Libya

11263

$

11,936.0

2.09

$

19,970

$

1,664

$

224,920,810

7554

$

16,000.0

4.78

$

26,769

$

2,231

$

202,215,158

11222

$

5,977.0

0.73

$

10,000

$

833

$

112,220,000

Lebanon Jordan Bahrain

700

$

27,000.0

38.57

$

45,173

$

3,764

$

31,621,215

5467

$

2,900.0

0.53

$

4,852

$

404

$

26,525,514

Iraq

50749

$

7,100.0

0.14

$

11,879

$

990

$

602,840,723

Syria

36033

$

5,100.0

0.14

$

8,533

$

711

$

307,459,093

Iran

135,006

$

12,800.0

0.09

$

21,415

$

1,785

$

2,891,210,975

Total ME Size Average / Child / Year

$

10,708,992,043

Palestine

662389

10,000.00

$

16,167

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Autism MENA Foundation

Class Wealth share Distribution / Total Population A

B

C1

C2

D

Saudi Arabia

$ 1,841,454,300

$ 526,129,800

$ 131,532,450

$78,919,470

$52,612,980

Egypt

$ 1,154,248,019

$ 329,785,148

$ 82,446,287

$49,467,772

$32,978,515

Algeria

$

276,613,246

$ 79,032,356

$ 19,758,089

$11,854,853

$ 7,903,236

Morocco

$

182,454,409

$ 52,129,831

$ 13,032,458

$ 7,819,475

$ 5,212,983

Sudan

$

233,735,240

$ 66,781,497

$ 16,695,374

$10,017,225

$ 6,678,150

UAE

$

125,197,599

$ 35,770,743

$

8,942,686

$ 5,365,611

$ 3,577,074

Kuwait

$

210,844,532

$ 60,241,295

$ 15,060,324

$ 9,036,194

$ 6,024,129

Oman

$

106,473,474

$ 30,420,992

$

7,605,248

$ 4,563,149

$ 3,042,099

Qatar

$

94,525,414

$ 27,007,261

$

6,751,815

$ 4,051,089

$ 2,700,726

Tunisia

$

85,858,683

$ 24,531,052

$

6,132,763

$ 3,679,658

$ 2,453,105

Yemen

$

105,580,072

$ 30,165,735

$

7,541,434

$ 4,524,860

$ 3,016,573

Libya

$

157,444,567

$ 44,984,162

$ 11,246,040

$ 6,747,624

$ 4,498,416

Lebanon

$

141,550,611

$ 40,443,032

$ 10,110,758

$ 6,066,455

$ 4,044,303

Jordan

$

78,554,000

$ 22,444,000

$

5,611,000

$ 3,366,600

$ 2,244,400

Bahrain Palestinian Territories

$

22,134,850

$

6,324,243

$

1,581,061

$

948,636

$

632,424

$

18,567,860

$

5,305,103

$

1,326,276

$

795,765

$

530,510

Iraq

$

421,988,506

$ 120,568,145

$ 30,142,036

$18,085,222

$12,056,814

Syria

$

215,221,365

$ 61,491,819

$ 15,372,955

$ 9,223,773

$ 6,149,182

Iran

$ 2,023,847,683

$ 578,242,195

$ 144,560,549

$86,736,329

$57,824,220

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Autism MENA Foundation

4.2.1 Organization Participants As noted in the Competitive Comparison section and elsewhere, there are few major regional foundations exist. While some foundations have envisioned consolidating the market through mergers and acquisitions, no one has yet succeeded. In short, a dream is not the same as a plan. All current market forces encourage further pulverization rather than centralization, and diversification of revenue.

4.2.2 Distributing a Service The tow words here are education and treatment as is sold and acquired mainly on the basis of references/need of the target â&#x20AC;&#x153;the childrenâ&#x20AC;? through their perspective families , with relationships and previous experience being, by far, the most important factor. This fact, plus the low cost of entry into the industry, are the driving factors behind the inability to consolidate the market.

4.2.3 Alternatives and Usage Patterns While the barriers to entry are low, the unseen danger to the unexperienced lies in the fundraising cycle on both individual and institutionalized methods. Community funds and NGOs are notorious for debating at length decisions surrounding the paperwork of granting help. The revenue cycle usually takes three to six months, and can take as long as 18 months from first inquiry to start date of the grant.

Aware of this, we currently have paying clients in the market supporting our personal needs, and potential clients "in the pipeline." For the purposes of this business plan, the issue is moving from that of an independent consultant with extremely low overhead to an operating foundation with plans for growth and employees through small-scale high profile crowed funding events and professional conventions.

4.2.4 Main Alternatives The main competitors are the large regional foundations, not the smaller regional single serviced entities. Considering the importance of personal connections and references, this should not be too surprising.

The only way to trump personal connections is to position our foundation as specialists in serving high level epidemiology fighting facility through the full rounded structure. That fact alone should win us a spot in the traditional three-foundation interview lineup. From that point forward we have an opportunity to establish a relationship and market our services.

5.0 Strategy and Implementation Summary Deliverables at the end of 8 weeks business plan: Writing the foundation business plan requires six weeks of research and two weeks of writing an implement plan and budget. By the end of the 8 weeks, the business plan will have mapped out everything needed to launch the service. Key deliverables will be: Writing a 2-year foundation business plan with services offered, implementation plan, and budget. The business plan will also cover all key areas such as: organizational

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Autism MENA Foundation

structure; regulatory, compliance and oversight; outlining opportunities and risks; market size and service adoption estimates.

Designing the program model which will include a best practices review and screening of various service options.

Identifying potential clients. It is hoped that by the end of the 8-week period an MOU or signed client service agreement(s) will be in process. Revenue from the contract should offset project training and intervention costs Identifying needed partnerships, including: o Identification of one US clinical partner for training professionals in the Middle East. If possible, clinical partner will be part of existing grant that will offset their fees. It is hoped that by the end of the 8-week period an MOU or signed partnership agreement will be in process, although that timeframe might be too ambitious o Identification of key partners in MENA (Jordan): doctors, therapists, teachers Identifying potential donors to approach logistic needs required such as space in Amman for the center

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Autism MENA Foundation

5.1 Segmented Pricing Strategy Class Wealth Share Distribution / Per Autistic / SES / Year A

B

C1

C2

D

Saudi Arabia

$1,189,777

$145,687

$28,328

$16,997

$11,331

Egypt

$

252,735

$ 30,947

$ 6,018

$ 3,611

$ 2,407

Algeria

$

283,732

$ 34,743

$ 6,756

$ 4,053

$ 2,702

Morocco

$

202,727

$ 24,824

$ 4,827

$ 2,896

$ 1,931

Sudan

$

99,509

$ 12,185

$ 2,369

$ 1,422

$

UAE

$1,138,988

$139,468

$27,119

$16,271

$10,848

Kuwait

$1,556,623

$190,607

$37,062

$22,237

$14,825

Oman

$1,125,989

$137,876

$26,809

$16,086

$10,724

Qatar

$3,938,559

$482,273

$93,775

$56,265

$37,510

Tunisia

$

376,722

$ 46,129

$ 8,970

$ 5,382

$ 3,588

Yemen

$

87,876

$ 10,760

$ 2,092

$ 1,255

$

Libya

$

465,964

$ 57,057

$11,094

$ 6,657

$ 4,438

Lebanon

$

624,617

$ 76,484

$14,872

$ 8,923

$ 5,949

Jordan

$

233,333

$ 28,571

$ 5,556

$ 3,333

$ 2,222

Bahrain Palestinian Territories

$1,054,040

$129,066

$25,096

$15,058

$10,038

$

113,212

$ 13,863

$ 2,696

$ 1,617

$ 1,078

Iraq

$

277,174

$ 33,940

$ 6,599

$ 3,960

$ 2,640

Syria

$

199,097

$ 24,379

$ 4,740

$ 2,844

$ 1,896

Iran

$

499,693

$ 61,187

$11,897

$ 7,138

$ 4,759

948

837

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Autism MENA Foundation

Class Wealth Share Distribution / Per Autistic / SES / Month A

B

C1

C2

D

Saudi Arabia

$ 99,148

$12,141

$2,361

$1,416

$

944

Egypt

$ 21,061

$ 2,579

$

501

$

301

$

201

Algeria

$ 23,644

$ 2,895

$

563

$

338

$

225

Morocco

$ 16,894

$ 2,069

$

402

$

241

$

161

Sudan

$

8,292

$ 1,015

$

197

$

118

$

79

UAE

$ 94,916

$11,622

$2,260

$1,356

$

904

Kuwait

$129,719

$15,884

$3,089

$1,853

$1,235

Oman

$ 93,832

$11,490

$2,234

$1,340

$

Qatar

$328,213

$40,189

$7,815

$4,689

$3,126

Tunisia

$ 31,393

$ 3,844

$

747

$

448

$

299

Yemen

$

$

897

$

174

$

105

$

70

Libya

$ 38,830

$ 4,755

$

925

$

555

$

370

Lebanon

$ 52,051

$ 6,374

$1,239

$

744

$

496

Jordan

$ 19,444

$ 2,381

$

$

278

$

185

Bahrain

$ 87,837

$10,756

$2,091

$1,255

$

837

Palestinian Territories

$

9,434

$ 1,155

$

225

$

135

$

90

Iraq

$ 23,098

$ 2,828

$

550

$

330

$

220

Syria

$ 16,591

$ 2,032

$

395

$

237

$

158

Iran

$ 41,641

$ 5,099

$

991

$

595

$

397

7,323

463

894

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Autism MENA Foundation

5.2 Fundraising Strategy

Table: Funding Forecast

Funding Forecast Year 1

Year 2

Year 3

Funding Consulting Services: Founder Consulting Services: Employee(s) Other Total Funding

$87,500 $52,500 $0 $140,000

$120,000 $300,000 $0 $420,000

$60,000 $600,000 $0 $660,000

Direct Cost of Funding Consulting Services: Founder Consulting Services: Employee(s) Other Subtotal Cost of Funding

Year 1 $6,000 $0 $0 $6,000

Year 2 $8,000 $6,000 $0 $14,000

Year 3 $8,000 $8,000 $0 $16,000

Chart: Funding by Year

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Autism MENA Foundation

5.3 Milestones Our detailed milestones for March 2014 through September 2014 are shown in the following table.

Table: Milestones Milestones Milestone Business Plan Therapy Gym Dan Doctors Seminar Marketing Strategy Research Platform Robin's Program Awareness Campaigning Nursery Funding Institute Funding Structured Funding Totals

Start Date 4/11/2014 4/11/2014 4/11/2014

End Date 4/14/2014 4/14/2014 5/1/2014

Budget $2,000 $1,200 $17,000

Manager imc Research imc Research imc Research

Department Department Management Management

4/11/2014 4/11/2014 4/11/2014 4/11/2014

6/10/2014 5/11/2014 6/20/2014 6/30/2014

$2,000 $4,000 $47,200 $30,000

imc Research imc Research Robin AMENA

Management Management Consultant Management

4/11/2014 4/11/2014 4/11/2014

8/19/2014 5/11/2014 9/18/2014

$90,885 $49,690 $23,000 $266,975

AMENA AMENA AMENA

Management Management Management

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Autism MENA Foundation

6.0 Management Summary The central challenge to growing an organization is in the first two years. During this period the organization, small in size, cannot afford to designate a single individual to the exclusive growth of the business. Rather, the leader must also be profitable in the field. Experience shows that a foundation must reach five to seven full-time consultants in order to afford the 'luxury' of a full time president/sales manager.

6.1 Organizational Structure Structure within the consulting foundations tends to be extremely fluid. The best structure allows experienced people freedom but ensures quality control. The way to achieve both is through the concept of milestone dates. For example, in capital campaigns there are key board meetings that endorse strategy and set financial goals. As company policy, we will always have more than one AUTISM MENA individual present at these key dates. This ensures that the onsite consultant maintains objectivity, and that AUTISM MENA rather than a renegade volunteer remains in control of the project.

AMENA Institute

Education/Treatment Ctr

Franchise

1 Director,

5 classrooms/ 10 children, @ 50 children

1 Director, Development and Marketing

Clinical /Program Dev.

1 Director (BCBA)

1 Franchise and Dev. Specialist

1 Supervisor, Staff Dev.

5 lead instructors

1 Community Dev. Specialist

1 Administrative Asst

5 teacher assistants

2 Administrative Asst.

.5 IT Consultant

50 shadows

As needs: legal consultant

5 SLP’s 3 OT’s 1 Social Worker 5 support staff

INSTITUTE 1. MENA Professionals trained and certified in applied behavior analysis techniques , sensory-motor strategies and best practices across multi- disciplinary skill set.

2. MENA Paraprofessionals trained to work as technicians in the educational center and in client’s homes.

3. Development of AMENA’s educational and clinical protocols.

4. Identify, develop and expand community partnerships throughout MENA.

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Autism MENA Foundation

5. Community outreach and interface with community partners to identify, hire, train/educate professionals and paraprofessionals who reside in the MENA region.

6. Identify and develop donor partners, individual, corporate and governmental agencies.

7. Research, development and implementation of AMENA’s trademarked educational and clinical protocols and intervention strategies.

Education and Treatment Center 1. AMENA will provide education and treatment services to an initial population of 50 children with Autism Spectrum Disorders and Pervasive Developmental Delay.

2. AMENA will develop a Center prototype that consists of 5 classrooms (2 Tier 1 Nursery programs for children ages 3; 1 Tier 2 Nursery- Pre- K program for children ages 4; 1 Tier 3 Pre- K program for children ages 4 and 1 Tier 4 Kindergarten with preparation for Inclusion program for children ages 4.5 to 6.0.

3. AMENA will develop an on- site sensory gym for both small group and individual therapy, as well as private treatment rooms for 1:1 interventions. Each classroom, intervention room and sensory gym will be outfitted with state- of- real timthe art educational, treatment, IT and video support for staff and parent training as well as to provide e and time lapsed observation.

4. AMENA’s staff will be trained and certified in AMENA’s education and treatment protocols.

5. Parents and parent representatives will be integral parts of each child’s growth and development, and therefore parents will be trained in basic strategies and principles.

6. AMENA’s goal is the develop individualized educational and treatment programs that will support, encourage and facilitate each child’s maximum progress and development so that each child has the opportunity to integrate into an inclusion educational environment.

7. For those children who are not appropriate candidates for our educational program, intensive short term interventions will be developed to facilitate growh and development utilizing AMENA’s protocols.

FRANCHISE 1. AMENA will develop a reproducible and state- of- the art educational and treatment program.

2. AMENA will identify and train appropriate professional for each site taking into consideration the specific needs of each site location.

3. AMENA will develop an AMENA certified skill set for each of its professional and paraprofessional staff with on- going training and support.

4. AMENA will certify each site and provide on- going support to ensure that AMEN’s standards, model and vision are being upheld.

5. AMENA will develop appropriate franchise model for the MENA region.

6. AMENA will identify and promote appropriate community partners.

7. AMENA will identify and develop appropriate donor motors, and additional resources for program support and expansion.

SITE DEVELOPMENT

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Autism MENA Foundation

1. AMENA is committed to the development of MENA leaders: professional, paraprofessional, administrative, technical and others who are committed to the region and who embrace the regionâ&#x20AC;&#x2122;s cultural and social values.

2. AMENA is committed to investing in the people, in the families and in the institutions of the region and is therefore interested in developing sites that already exist and can be adapted to AMENAâ&#x20AC;&#x2122;s operational needs rather than investing huge dollars for capital development and construction.

3. AMENA recognizes that many appropriate sites already have been built throughout the Gulf and that beautiful buildings without appropriate educational and clinical models and the trained and certified staff vested in the region to implement those models are beautiful architectural achievements that maintain the status quo of dependency on nonMENA talent who are transient at best and frequently ineffectual.

4. AMENA is committed to dynamic partnership with its AMENA partners and the community .

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Autism MENA Foundation

6.2 Personnel Plan Table: Personnel Personnel Plan AMENA – Geneva HQ Nursery Institute Affiliates and Consultants Total People Total Payroll

FY 2015 $72,000 $157,188 $157,188 $157,188 $72,000

FY 2016 $90,000 $170,000 $170,000 $170,000 $100,000

FY 2017 $130,000 $200,000 $200,000 $200,000 $140,000

34

40

52

$615,563

$700,000

$870,000

Chief Executive Officer Position Reports to Board of Directors and serves as key member of management team.

The CEO will have overall strategic and operational responsibility for AMENA’s staff, programs, expansion, and execution of its mission; and will initially develop deep knowledge of core programs, field, operations and business plan.

The CEO will be charged with overseeing the development and implementation of integral policies and procedures both in finance and in general operational realms.

The CEO will be an executive with operational experience and a documented track record of creative problem- solving and management who thrives in a high- growth, mission- driven and innovative organization dedicated to improving the MENA social and economic fiber.

Responsibilities Leadership. Management • Ensure ongoing program excellence, rigorous program evaluation, and consistent quality of finance and administration, fundraising, communications and systems; recommend timelines and resources needed to achieve strategic goals.

• Actively engage and energize AMENA board members, event teams, community partners, and donors.

• Develop, maintain and support a strong Board of Directors; serve as ex- officio of each committee, seek and build board involvement with strategic direction for both ongoing local operations and international roll- out.

• Lead, coach, develop and retain AMENA’s high performance key management team members.

• Ensure effective systems tracking to assess progress and regularly evaluate program components so as to measure successes that can be effectively communicated to the board, donors, and community partners.

Responsibilities Fundraising. Communications • Initiate, develop and expand revenue generating and fundraising activities to support program development, existing program operations and MENA expansion.

• Deepen and refine all aspects of communications, from web presence to community and MENA relations.

• Identify and develop external presence and relationships to garner new opportunities.

Planning. New Business Expansion

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Autism MENA Foundation

Lead AMENA’s Jordanian launch, national expansion and MENA expansion; and complete the strategic business planning process for the program expansion into new markets throughout the MENA region.

• Begin to build partnerships with new markets, establishing relationships with new funders (donors), and political and community leaders at each site expansion.

• Be an external and local presence that facilitates the distribution of AMENA’s successes as a model for regional and MENA expansion Qualifications The CEO will be thoroughly committed to AMENA’s mission; and will have proven leadership, coaching and team management experience.

• The CEO will ideally have an advanced degree in fields compatible with job responsibilities; and must have a broad based documentable skill set that will facilitate the growth and development of AMENA’s vision througjout the MENA region.

• Unwavering commitment to quality programs and data- driven program evaluation.

• Excellence in organizational management with the ability to coach staff, manage and develop high performance teams, set and achieve strategic objectives, and manage budget.

• Be an external and national presence able to communicate the successes of the program and its model for regional and MENA expansion.

•

Chief Operating Officer Position Reports to CEO and serves as integral member of management team.

The COO will be responsible for the development of AMENA’s financial management strategy and contribute to the development of AMENA’s strategic goals.

The COO will be charged with developing and implementing integral policies and procedures both in finance and in general operational realms.

The COO will be a financial executive with operational experience and a documented track record of creative problem- solving and management who thrives in a high- growth, mission- driven and innovative organization dedicated to improving the MENA social and economic fiber.

Responsibilities Strategy. Vision. Leadership • Advise the CEO and other key members of the management team on financial planning, budgeting, cash flow, strategic investment priorities and policy. Maintain excellent communication with key staff.

• Serve as management liason to the board and audit/accounting consultants; effectively communicate and present critical financial matters to the board and pertinent personnel.

• Contribute to AMENA’s strategic goals and objectives as well as the overall management of AMENA. • Represent AMENA externally, particularly in financial and operational arenas.

Responsibilities Strategy. Vision. Leadership •

•

Advise the CEO and other key members of the management team on financial planning, budgeting, cash flow, strategic investment priorities and policy. Maintain excellent communication with key staff.

Serve as management liason to the board and audit/accounting consultants; effectively communicate and present critical financial matters to the board and pertinent personnel.

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Autism MENA Foundation

• •

Contribute to AMENA’s strategic goals and objectives as well as the overall management of AMENA. Represent AMENA externally, particularly in financial and operational arenas.

Team Development. Leadership • Oversee, direct and organize the work of finance and operations teams.

• Promote the culture of high performance standards and expand improvement ceilings that value learning, excellence and commitment to AMENA’s long and short term goals.

• Ensure that staff receive timely and appropriate training and development.

• Establish and monitor staff performance and development goals; assign accountabilities; set benchmarks through clearly defined objectives; establish priorities; conduct performance appraisals of directors and other key personnel and set salary ranges for all AMENA staff.

• Mentor and develop staff using supportive and collaborative approach; set objectives; establish priorities; and monitor and evaluate results Operations • • • • •

Develop and implement a working system of policies, internal controls, accounting standards and procedures.

Plan, coordinate and execute the annual budget.

Ensure that AMENA is adhering to the strategic plan, and develop and deliver status reports to the board.

Provide analytical support to AMENA’s internal management team and directors including development of internal reporting methods and capabilities.

Develop and improve operational and accounting services, grants/ donor payments processing, accounts payable, payroll and purchasing.

Qualifications • Business or accounting degree, and prefer degree in business/public administration.

• Minimum 5 years experience in senior management role ideally with both external audit and internal financial experience in a high growth organization.

• Experience as an employee or board member of a nonprofit organization; familiar with nonprofit rules and regulations.

• Proven track record of success facilitating progressive organizational development and expansion.

• Excellent judgment and creative problem solving skills including negotiations and conflict resolution.

• Strong mentoring skills to a team with diverse qualifications.

• Entrepreneurial team player with strong multitask capacity.

• Superior management skills; ability to lead and direct peers and staff across AMENA’s organization.

• Self- reliant, results oriented, energetic, flexible, proactive; a team leader who can productively impact both strategic and tactical administrative and financial initiatives; ability to inspire.

• Exceptional written, oral, presentation and interpersonal skills with the ability to effectively interface across diverse environments.

• Passion for AMENA’s mission.

Director, Franchise Development Purpose The Franchise Director guides and manages the overall provision of Franchise services and programs for AMENA, and reports to CEO and COO..

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Autism MENA Foundation

§ § § § §

The Director will produce the legal framework and draft documentation for international franchising including the Franchise Agreement and Operating Principles, and will negotiate the terms and conditions of each Franchise Legal Agreement.

Set up professional franchise division creating a business plan and AMENA branding; including the distribution plan and logistics process and identify each franchise unique requirements. identify and propose new partners and independent prospects.

Drive the franchise growth plan.

Manage and develop the global franchise and operation channel ensuring efficiency and consistency is delivered across all operations and support.

Responsibilities § § § § § § § § § § § § § § §

The Director is responsible for building firm relationships, and acts as a bond between franchisees and AMENA operational partners.

Facilitates fruitful achievements of business targets, and is considered as the building block of AMENA’s franchise arm.

Preserves core values and operational standards and ensures the success of the company Organizes and plans the franchising department and will ensure that franchisees receive AMENA’s message regarding strategy, promotions and products.

Oversees new franchisees, and will provide training and information on business policies and procedures.

Identify and develop new franchisees for AMENA. Perform analysis and develop action plans Offer meaningful testimonials of AMENA’s successes.

Provide assistance in the growth of annual strategic business plans by conferring between franchisee and AMENA’s operating partners.

Will ensure the performance of strategic plans by coordinating with AMENA’s internal and external resources.

Lead the execution of new development by communicating progress results in a timely and accurate manner and will develop appropriate systems to ensure effective distribution.

Implements, maintains and manages an efficient system of control throughout the organization.

Ensures that AMENA’s standards are maintained by all new expansion sites.

Maintains administration and budgets, supervises all areas of division, and effectively communicates throughout division and AMENA.

Qualifications § § § § § § § §

Must be an expert in point of sales systems.

Demonstrated proficiency in delivery of ideas to groups with excellent oral and written communication proficiency.

Excellent coaching and interpersonal skills with good public speaking skill set.

Strong analytical skills and be able to work collaboratively.

Demonstrated ability to lead and develop staff members throughout MENA. Excellent computer skills including Excel, and database management and recordkeeping.

Excellent organizational skills Passion for AMENA’s vision and mission.

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Autism MENA Foundation

7.0 Financial Plan Our financial plan is based on conservative estimates and assumptions. We will need to plan on initial investment to make the financials work.

7.1 Important Assumptions The following table summarizes key financial assumptions. Retainer fees in this industry are generally billed in advance of service.

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Autism MENA Foundation

7.2 Key Financial Indicators Table: Start-up Funding Start-up Funding Start-up Expenses to Fund Start-up Assets to Fund Total Funding Required Assets Non-cash Assets from Start-up Cash Requirements from Start-up Additional Cash Raised Cash Balance on Starting Date Total Assets

$136,007 $108,000 $244,007 $40,000 $68,000 $0 $68,000 $108,000

Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities

$0 $0 $0 $0 $0

Capital Planned Investment Owner Investor Additional Investment Requirement Total Planned Investment Loss at Start-up (Start-up Expenses) Total Capital

$0 $0 $244,007 $244,007 ($136,007) $108,000

Total Capital and Liabilities

$108,000

Total Funding

$244,007

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Autism MENA Foundation

7.3 Break-even Analysis Table: Break-even Analysis Break-even Analysis Monthly Revenue Break-even Assumptions: Average Percent Variable Cost Estimated Monthly Fixed Cost

$123,841

52% $59,443

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Autism MENA Foundation

Table: Surplus and Deficit Surplus and Deficit FY 2015 $1,467,234 $762,970 $183,355 $946,325

FY 2016 $3,010,000 $1,285,000 $220,000 $1,505,000

FY 2017 $4,150,000 $2,225,000 $340,000 $2,565,000

Gross Surplus Gross Surplus %

$520,909 35.50%

$1,505,000 50.00%

$1,585,000 38.19%

Expenses Payroll Marketing/Promotion Depreciation Institute HQ

$615,563 $89,194 $8,558 $0 $0

$700,000 $15,000 $12,000 $0 $0

$870,000 $300,000 $20,000 $0 $0

$713,314

$727,000

$1,190,000

($192,405)

$778,000

$395,000

($183,848) $0 $0

$790,000 $0 $0

$415,000 $0 $0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0 ($192,405) -13.11%

$0 $778,000 25.85%

$0 $395,000 9.52%

Funding Direct Cost Other Costs of Funding Total Direct Cost

Total Operating Expenses Surplus Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Other Income Other Income Account Name Other Income Account Name Total Other Income Other Expense Other Expense Account Name Other Expense Account Name Total Other Expense Net Other Income Net Surplus Net Surplus/Funding

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Autism MENA Foundation

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Autism MENA Foundation

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Autism MENA Foundation

7.5 Projected Cash Flow Cash flow projections are critical to our success. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month and the other representing the monthly balance. The annual cash flow figures are included in the following table. Consulting is always a feast or famine venture. It is extremely difficult to consistently match demand and supply, especially in foundations of five or less consultants. (Beyond this, it evens out.) Therefore, note that a large cash balance in essential to operate through the dry months.

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Autism MENA Foundation

Table: Cash Flow Pro Forma Cash Flow FY 2015

FY 2016

FY 2017

$1,467,234 $1,467,234

$3,010,000 $3,010,000

$4,150,000 $4,150,000

$0 $0 $0 $0 $0 $0 $0 $0 $1,467,234

$0 $0 $0 $0 $0 $0 $0 $0 $3,010,000

$0 $0 $0 $0 $0 $0 $0 $0 $4,150,000

FY 2015

FY 2016

FY 2017

$615,563 $822,136 $1,437,699

$700,000 $1,608,451 $2,308,451

$870,000 $2,754,452 $3,624,452

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0

$0 $0

$0 $0

$0 $0 $0 $1,437,699

$0 $0 $0 $2,308,451

$0 $0 $0 $3,624,452

$29,535 $97,535

$701,549 $799,084

$525,548 $1,324,632

Cash Received Cash from Operations Cash Funding Subtotal Cash from Operations Additional Cash Received Non Operating (Other) Income Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Non Operating (Other) Expense Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance

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Autism MENA Foundation

Table: Balance Sheet Pro Forma Balance Sheet FY 2015

FY 2016

FY 2017

$97,535 $10,000 $107,535

$799,084 $10,000 $809,084

$1,324,632 $10,000 $1,334,632

$30,000 $8,558 $21,442 $128,977

$30,000 $20,558 $9,442 $818,526

$30,000 $40,558 ($10,558) $1,324,074

FY 2015

FY 2016

FY 2017

Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities

$213,383 $0 $0 $213,383

$124,932 $0 $0 $124,932

$235,479 $0 $0 $235,479

Long-term Liabilities Total Liabilities

$0 $213,383

$0 $124,932

$0 $235,479

$244,007 ($136,007) ($192,405) ($84,405) $128,977

$244,007 ($328,413) $778,000 $693,595 $818,526

$244,007 $449,587 $395,000 $1,088,595 $1,324,074

($84,405)

$693,595

$1,088,595

Assets Current Assets Cash Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities

Paid-in Capital Accumulated Surplus/Deficit Surplus/Deficit Total Capital Total Liabilities and Capital Net Worth

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Autism MENA Foundation

Table: Ratios Ratio Analysis FY 2015

FY 2016

FY 2017

Industry Profile

0.00%

105.15%

37.87%

0.00%

Other Current Assets Total Current Assets Long-term Assets Total Assets

7.75% 83.38% 16.62% 100.00%

1.22% 98.85% 1.15% 100.00%

0.76% 100.80% -0.80% 100.00%

100.00% 100.00% 0.00% 100.00%

Current Liabilities Long-term Liabilities Total Liabilities Net Worth

165.44% 0.00% 165.44% -65.44%

15.26% 0.00% 15.26% 84.74%

17.78% 0.00% 17.78% 82.22%

0.00% 0.00% 0.00% 100.00%

100.00% 35.50% 48.62%

100.00% 50.00% 24.15%

100.00% 38.19% 28.67%

100.00% 0.00% 0.00%

6.08% -13.11%

0.50% 25.85%

7.23% 9.52%

0.00% 0.00%

0.50 0.50 165.44% 227.95% -149.18%

6.48 6.48 15.26% 112.17% 95.05%

5.67 5.67 17.78% 36.29% 29.83%

0.00 0.00 0.00% 0.00% 0.00%

Funding Growth Percent of Total Assets

Percent of Funding Funding Gross Surplus Selling, General & Administrative Expenses Advertising Expenses Surplus Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios Net Surplus Margin Return on Equity

FY 2015

FY 2016

FY 2017

-13.11% 0.00%

25.85% 112.17%

9.52% 36.29%

n.a n.a

4.85 27 11.38

12.17 41 3.68

12.17 23 3.13

n.a n.a n.a

0.00 1.00

0.18 1.00

0.22 1.00

n.a n.a

($105,848) 0.00

$684,152 0.00

$1,099,152 0.00

n.a n.a

0.09 165% 0.50 0.00 0.00

0.27 15% 6.48 4.34 0.00

0.32 18% 5.67 3.81 0.00

n.a n.a n.a n.a n.a

Activity Ratios Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab. to Liab.

Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Funding Current Debt/Total Assets Acid Test Funding/Net Worth Dividend Payout

Page 20

Appendix Table: Funding Forecast Funding Forecast Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Funding Structured Funding

$0

$0

$0

$0

$80,000

$0

$0

$0

$200,000

$0

$200,000

$0

Awareness Funding

$12,000

$12,480

$12,979

$13,498

$14,038

$14,600

$15,184

$15,791

$16,423

$17,080

$17,763

$18,474

$5,000

$5,500

$6,050

$6,655

$7,321

$8,053

$8,858

$9,744

$10,718

$11,790

$12,969

$14,266

$0

$0

$0

$0

$0

$0

$0

$0

$700,000

$0

$0

$0

$17,000

$17,980

$19,029

$20,153

$101,359

$22,653

$24,042

$25,535

$927,141

$28,870

$230,732

$32,740

Start-up Funds Endowments Total Funding Direct Cost of Funding Structured Funding

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

$3,200

$4,064

$5,161

$6,554

$8,324

$10,571

$13,425

$17,050

$21,654

$27,501

$34,926

$44,356

Awareness Funding

$2,000

$2,720

$3,699

$5,031

$6,842

$9,305

$12,655

$17,211

$23,407

$31,834

$43,294

$58,880

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Endowments

$10,000

$11,800

$13,924

$16,430

$19,387

$22,877

$26,995

$31,854

$37,588

$44,354

$52,338

$61,759

Subtotal Cost of Funding

$15,200

$18,584

$22,784

$28,015

$34,553

$42,753

$53,075

$66,115

$82,649

$103,689

$130,558

$164,995

Start-up Funds

Page 1

Appendix Table: Personnel Personnel Plan Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

HQ

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

Nursery

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

Institute

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

$13,099

Affiliates and Consultants Total People

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

$6,000

4

4

7

8

12

12

12

12

34

34

34

34

Total Payroll

$51,296

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

AMENA - Geneva

Page 2

Appendix Table: Surplus and Deficit Surplus and Deficit Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Funding

$17,000

$17,980

$19,029

$20,153

$101,359

$22,653

$24,042

$25,535

$927,141

$28,870

$230,732

$32,740

Direct Cost

$15,200

$18,584

$22,784

$28,015

$34,553

$42,753

$53,075

$66,115

$82,649

$103,689

$130,558

$164,995

$0

$0

$0

$0

$0

$19,326

$21,259

$23,385

$25,724

$28,296

$31,126

$34,239

$15,200

$18,584

$22,784

$28,015

$34,553

$62,079

$74,334

$89,500

$108,373

$131,985

$161,684

$199,234

$1,800

($604)

($3,755)

($7,862)

$66,806

($50,292)

($63,965)

$818,768

-3.36%

-19.73%

-39.01%

65.91%

-209.18%

-250.50%

88.31%

($103,115 ) -357.17%

$69,048

10.59%

($39,426 ) 174.04%

29.93%

($166,494 ) -508.53%

$51,296

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$51,297

$1,200

$1,560

$2,028

$2,636

$3,427

$4,455

$5,792

$7,530

$9,789

$12,726

$16,544

$21,507

$216

$259

$311

$373

$448

$538

$646

$775

$930

$1,116

$1,339

$1,607

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$52,711

$53,116

$53,636

$54,306

$55,172

$56,290

$57,735

$59,602

$62,016

$65,139

$69,180

$74,411

($50,911 ) ($50,696 ) $0

($53,720 ) ($53,461 ) $0

($57,391 ) ($57,080 ) $0

($62,168 ) ($61,795 ) $0

$11,634

($108,027 ) ($107,381 ) $0

($123,567 ) ($122,792 ) $0

$756,752

$1,207

$0

($168,254 ) ($167,138 ) $0

($132)

$0

($95,716 ) ($95,178 ) $0

$0

($240,905 ) ($239,298 ) $0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Other Income Account Name

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Other Income Account Name

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Total Other Income

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Other Expense Account Name Other Expense Account Name Total Other Expense

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Net Other Income

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

Other Costs of Funding Total Direct Cost Gross Surplus Gross Surplus %

Expenses Payroll Marketing/Promotion Depreciation Institute HQ Total Operating Expenses Surplus Before Interest and Taxes EBITDA Interest Expense Taxes Incurred

15%

$12,082

$757,682

Other Income

Other Expense

Page 3

Appendix Net Surplus Net Surplus/Funding

($50,911 ) 299.48%

($53,720 ) 298.78%

($57,391 ) 301.60%

($62,168 ) 308.48%

$11,634 11.48%

($95,716 ) 422.53%

($108,027 ) -449.33%

($123,567 ) -483.91%

$756,752 81.62%

($168,254 ) -582.80%

($132) -0.06%

($240,905 ) -735.81%

Page 4

Appendix Table: Cash Flow Pro Forma Cash Flow Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

$17,000 $17,000

$17,980 $17,980

$19,029 $19,029

$20,153 $20,153

$101,359 $101,359

$22,653 $22,653

$24,042 $24,042

$25,535 $25,535

$927,141 $927,141

$28,870 $28,870

$230,732 $230,732

$32,740 $32,740

$0 $0 $0 $0 $0 $0 $0 $0 $17,000

$0 $0 $0 $0 $0 $0 $0 $0 $17,980

$0 $0 $0 $0 $0 $0 $0 $0 $19,029

$0 $0 $0 $0 $0 $0 $0 $0 $20,153

$0 $0 $0 $0 $0 $0 $0 $0 $101,359

$0 $0 $0 $0 $0 $0 $0 $0 $22,653

$0 $0 $0 $0 $0 $0 $0 $0 $24,042

$0 $0 $0 $0 $0 $0 $0 $0 $25,535

$0 $0 $0 $0 $0 $0 $0 $0 $927,141

$0 $0 $0 $0 $0 $0 $0 $0 $28,870

$0 $0 $0 $0 $0 $0 $0 $0 $230,732

$0 $0 $0 $0 $0 $0 $0 $0 $32,740

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

$51,296 $547 $51,842

$51,297 $16,525 $67,822

$51,297 $20,300 $71,597

$51,297 $25,007 $76,304

$51,297 $30,895 $82,192

$51,297 $38,932 $90,229

$51,297 $66,987 $118,284

$51,297 $80,689 $131,986

$51,297 $97,734 $149,031

$51,297 $119,047 $170,344

$51,297 $145,828 $197,125

$51,297 $179,645 $230,942

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0 $0 $51,842

$0 $0 $0 $67,822

$0 $0 $0 $71,597

$0 $0 $0 $76,304

$0 $0 $0 $82,192

$0 $0 $0 $90,229

$0 $0 $0 $118,284

$0 $0 $0 $131,986

$0 $0 $0 $149,031

$0 $0 $0 $170,344

$0 $0 $0 $197,125

$0 $0 $0 $230,942

($34,842) $33,158

($49,842) ($16,684)

($52,568) ($69,252)

($56,151) ($125,402)

$19,167 ($106,236)

($67,576) ($173,812)

($94,242) ($268,054)

($106,451) ($374,505)

$778,110 $403,604

($141,474) $262,131

$33,607 $295,737

($198,202) $97,535

Cash Received Cash from Operations Cash Funding Subtotal Cash from Operations Additional Cash Received Non Operating (Other) Income Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Non Operating (Other) Expense Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance

0.00%

Page 5

Appendix Table: Balance Sheet Pro Forma Balance Sheet Assets

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

($125,40 2) $10,000 ($115,40 2)

($106,23 6) $10,000 ($96,236)

($173,81 2) $10,000 ($163,81 2)

($268,05 4) $10,000 ($258,05 4)

($374,50 5) $10,000 ($364,50 5)

$403,604

$262,131

$295,737

$97,535

$10,000 $413,604

$10,000 $272,131

$10,000 $305,737

$10,000 $107,535

Starting Balances

Current Assets Cash

$68,000

$33,158

($16,684)

($69,252)

Other Current Assets Total Current Assets

$10,000 $78,000

$10,000 $43,158

$10,000 ($6,684)

$10,000 ($59,252)

$30,000 $0

$30,000 $216

$30,000 $475

$30,000 $786

$30,000 $1,159

$30,000 $1,607

$30,000 $2,145

$30,000 $2,791

$30,000 $3,566

$30,000 $4,496

$30,000 $5,612

$30,000 $6,951

$30,000 $8,558

$30,000 $108,000

$29,784 $72,942

$29,525 $22,841

$29,214 ($30,038)

$28,841 ($86,561)

$28,393 ($67,842)

$27,855 ($135,95 6)

$27,209 ($230,84 4)

$26,434 ($338,07 1)

$25,504 $439,109

$24,388 $296,519

$23,049 $328,787

$21,442 $128,977

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets

Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities

$0 $0 $0

$15,853 $0 $0

$19,473 $0 $0

$23,985 $0 $0

$29,629 $0 $0

$36,714 $0 $0

$64,316 $0 $0

$77,455 $0 $0

$93,796 $0 $0

$114,223 $0 $0

$139,887 $0 $0

$172,287 $0 $0

$213,383 $0 $0

$0

$15,853

$19,473

$23,985

$29,629

$36,714

$64,316

$77,455

$93,796

$114,223

$139,887

$172,287

$213,383

Long-term Liabilities Total Liabilities

$0 $0

$0 $15,853

$0 $19,473

$0 $23,985

$0 $29,629

$0 $36,714

$0 $64,316

$0 $77,455

$0 $93,796

$0 $114,223

$0 $139,887

$0 $172,287

$0 $213,383

$244,007 ($136,007) $0

$244,007 ($136,00 7) ($50,911)

$156,500

$22,841

($30,038)

$244,007 ($136,00 7) ($539,86 6) ($431,86 6) ($338,07 1)

$156,632

$72,942

$244,007 ($136,00 7) ($416,29 9) ($308,29 9) ($230,84 4)

$324,886

$108,000

$244,007 ($136,00 7) ($308,27 2) ($200,27 2) ($135,95 6)

$244,007 ($136,00 7) ($192,40 5) ($84,405)

Total Liabilities and Capital

$244,007 ($136,00 7) ($212,55 6) ($104,55 6) ($67,842)

$244,007 ($136,00 7) $48,500

$57,089

$244,007 ($136,00 7) ($224,19 0) ($116,19 0) ($86,561)

$244,007 ($136,00 7) $48,632

$108,000

$244,007 ($136,00 7) ($162,02 2) ($54,022)

$244,007 ($136,00 7) $216,886

Total Capital

$244,007 ($136,00 7) ($104,63 1) $3,369

$439,109

$296,519

$328,787

$128,977

Net Worth

$108,000

$57,089

$3,369

($54,022)

($116,19 0)

($104,55 6)

($200,27 2)

($308,29 9)

($431,86 6)

$324,886

$156,632

$156,500

($84,405)

Paid-in Capital Accumulated Surplus/Deficit Surplus/Deficit

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