Heritage of Hope Hospital Proposed Plan-1

THE PARTNERSHIPHarris Worldwide Humanitarian Foundation, Inc.
Dr. S. Quincy Harris, CEO/President
HERITAGE OF HOPE HOSPITAL
Proposed Plan
Fiscal Year 2016-20
THE PARTNERSHIP
Harris & Harris Associated Holding Company, LLC
Heritage of Hope Hospital, Inc.
Harris Worldwide Humanitarian Foundation, Inc.

Proposed Plan Fiscal Year 2015-18
Page 1 Copyright © Harris & Harris Associated Holding Company, LLC, Inc., 2009 All rights reserved
EXECUTIVE SUMMARY
We are seeking a five-year funding commitment (in grant, loan or humanitarian funding instrument) of
$85M to Heritage of Hope Hospital and Ambulatory Surgical Center (HHH) to increase the base funding
for the 2016/20 fiscal year and Operating Budget in the Business Plan. This five-year funding commitment
provides HHH the ability to make long-term plans, while maintaining budget control. Therefore, even with
the significant increase in funding in the five-year funding commitment, HHH must spend carefully, take
actions to increase efficiency and maintain tight controls over its spending to ensure sustainability.
Foreseeable costs increase would be as a result of increases in service volumes, changes in technology,
contract rates and inflationary pressures. HHH focus is on financial sustainability as an important element
of its Proposed plan. Cost savings and avoidance will allow HHH to live within its means and invest in key
Proposed priorities contributing its sustainability in the long term: Heritage of Hope Hospital and
Ambulatory Surgical Center will be a facility that provide surgical procedures exclusively on an outpatient
basis. In HHH ambulatory settings, include hospital outpatient departments (HOPDs) and physician
offices offering alternative sites for certain surgical procedures that do not require an overnight stay.
CONCEPTUAL MODEL AND APPROACH
The potential for growth in HHH are numerous and include changes in population demographics, disease
prevalence, new surgical techniques, Medicare and other payer coverage and reimbursement decisions,
and differences in reimbursement levels for ambulatory surgery across care settings. Our conceptual
model recognizes three levels of factors that determine the potential volume level of surgical
procedures provided by HHH:
Level 1: Relates to the overall need for healthcare procedures, including both ambulatory care
and outpatient care, and includes factors that are largely related to characteristics of the
population or changes in diagnostic screening recommendations. However, technological
change, including new surgical and diagnostic techniques, is also a significant contributor to
overall use of surgical procedures.
Level 2: Relates to whether a procedure is performed on an ambulatory care basis or done in an
outpatient setting. This level is concerned primarily with technologically-driven substitution as a
result of improvement in surgical techniques and anesthesia.
Level 3: Relates to site-of-service decisions. This level addresses how providers and
Patients select one site of service over another.
Our conceptual model monitoring and evaluation will be guided by our technical approach that will include
both qualitative and quantitative methods for HHH of the three levels. In addition, the project team will
conduct interviews with experts and stakeholders in the ambulatory surgery community. The purpose of
these interviews will be to enhance our understanding of the growth factors associated with ambulatory
surgery, the changing healthcare and ambulatory environment, and private payment trends.
We conducted a number of quantitative analyses to assess the factors responsible for the development of
this Proposed Plan. These analyses relied on Medicare secondary data and primarily included: a
decomposition of Medicare spending over a five-year period, a needs analysis of the shift in primary care,
ambulatory, and minor surgery. Our development plans composition analysis determines the share of
growth in total spending attributable to changes in: The development Plans identified land uses specific
for the development project area and does not rely on the adopted City planning code classifications.
HERITAGE OF HOPE HOSPITAL

Multiple subsequent documents are used to guide the implementation of HHH development plan and
assessments of outline assumptions made about the site area.
Conceptual Model: Use of HASC’s and Place of Service Determination
Overall, the plans for the proposed project incorporate the framework established by the Board of
Directors. The design of the proposed hospital project is generally intended to be a partner with Essential
Medical Care clinic in College Park, Fulton County and is also intended to respond to the surrounding
urban context, including residential land uses that exist in the project vicinity. For example, the proposed
hospital is intended to form a gateway to mark that intersection as a significant entry and to invite
pedestrian movement across the campus consisting of medical office buildings and upscale residential
housing neighborhood with a landscaped zone and setback that would form a greenspace area: a
proposed public walkway park planned for pedestrian oriented use areas along the façade of the hospital
campus.
HASC Development Design
Overall, the plans for the proposed project incorporate the framework established by the HASC Board of
Directors. The design of the proposed hospital project is generally intended to be an extension of Essential
Medical Care clinic in College Park, Fulton County and is also intended to respond to the surrounding
urban context, including residential land uses that exist in the project vicinity. For example, the proposed
buildings would reinforce Camp Creek Parkway and US 166 as a major north-south / east-west connector
and another major route for Interstate 85 and interstate 20 traffic, is the boundary between the medical
care and research oriented activities to the north of Douglasville and South of the City of Atlanta the
proposed new Medical and Biomedical Research Center. The project would set back the building mass on
either side of the Street where it intersects with I-166. The resulting open space at this corner is intended to
form a gateway to the Medical Center, to mark that intersection as a significant campus entry and to invite
pedestrian movement across Campbellton Road. Along Camp Creek Pkwy, the building edge would
respond to the upscale residential neighborhood to the south with a landscaped zone and setback that
would form a greenspace park area: a connection between the proposed Park to the west and planned
pedestrian oriented areas along the façade of the hospital to the east.

INTRODUCTION
MISSION STATEMENT: Serving Our Community with Compassion and Commitment
HHH VISION STATEMENT:
Our vision is to provide the region's best clinical care and patient service through an environment that
fosters respect for others and pride in performance.
HHH VALUES:
Heritage of Hope Hospital's values are the key words in both the Mission and Vision Statements. Those
values include compassion, commitment, respect for others, and pride in performance.
HHH and its parent organization Harris Worldwide Humanitarian Foundation, Inc. are considered non-
profit corporations by the IRS and the Georgia Department of Revenue are working in partnership with
the Harris . This is because a group of local leaders came together to formulate a non-profit corporate
entity that would assure the hospital control. There are NO investors who take funds or other resources for
their private benefit. All excess funds are kept for the benefit and development of the community's health
services as determined by our Board of Directors.
The IRS and the Georgia Department of Revenue consider such community hospitals and humanitarian
organizations "tax-exempt". Therefore, HHH does not have to pay income tax on excess funds and we do
not have to pay sales tax on most supplies and equipment purchases. Most Georgia counties (including
South Fulton) are exempt from some property taxes. This allows HHH to keep operating costs lower and
provide more charity care and other health care services to the community.
HHH has a long-term commitment not to solicit investors and borrow excessively. This strategy will
make the hospital's early years less difficult. Our hospital average inpatient charges will be expected to
remain significantly below the Georgia average for the same types of patients. Additionally, as excess
funds are being accumulated during HHH development, will be utilized to pay for
construction/development, campus expansion/improvements, acquire state-of-the-industry technology and
provide competitive salaries for employees.
Over the past several months members of the Heritage of Hope Hospital development staff with Directors
have updated our Proposed plan to include the next three fiscal years—FY 2016, FY 2017 and FY 2018.
We will undertake this task in order to:
• Develop a shared vision of where we want to go during the next three years;
• Create a shared understanding for all directors and staff regarding the reason Heritage of Hope
Hospital. is needed, what we want to achieve, and how we will go about achieving it; and
• Promote unity and the commitment to move forward together to create our future.
In revising this plan, we again asked ourselves six simple questions:
• Why are we in business?
• How do we do business?
• Where are we now?
• Where do we want to be?
• How can we get there?
We have now thoroughly answered these questions. By doing so, we are now prepared to:
• Chart a steady course in the turbulent waters of today’s healthcare;
• Be of even greater service to our community through the improvement and expansion of our
services;

• Provide more opportunities for personal and professional growth and advancement for our entire
staff
• Create alliances with other healthcare providers that will benefit us and our community;
• Set the framework for expanding our services; and
• Create the financial stability and growth that is required in order to continue and expand our
mission.
It is our belief that a firm commitment to this Proposed plan will support us to create the future we
envision—for the people we serve, for our organization and for ourselves. Below is an overview of the
process undertaken to create this Proposed plan.
WHY ARE WE IN BUSINESS?
We answered this question by stating our vision and reviewing our mission.
• Vision—the future position and value of the organization.
• Mission—the organization and its purpose:
o Who we are,
o Who we serve,
o What services we offer, and
o How we make them available.
HOW DO WE DO BUSINESS?
In other words, what standards will we apply in our dealings with one another, patients, specialists,
suppliers, the community-at-large, etc.?
• Values—the bases on which we want decisions to be made and actions to be taken.
• Culture—traditions, ethics, and other standards that influence the way things are accomplished in
the organization.
WHERE ARE WE NOW?
An environmental assessment identified factors that can impact our mission. In completing this
assessment, we examined our:
• Strengths,
• Weaknesses,
• Opportunities,
• Threats, and • Competition.
WHERE DO WE WANT TO BE?
In this section of the Proposed plan, we determined the key areas that must be addressed
in order to achieve our vision for Heritage of Hope Hospital This process involved establishing:
• Gap analysis—determining the difference between where we are and where we want to be.
• Key results areas—the areas in which progress must be made in order to bring about the vision.
• Goals—what will be accomplished in each key result area.
HOW CAN WE GET THERE?
In order to achieve our goals in each key results area, we must develop action plans and,
then, implement these plans.
• Action plans—Specific action plans to achieve our goals—the right people doing the right things
at the right time in the right way for the right reasons.
• Resources—People, money, time, facilities, technology, etc. that will be needed to implement the
action plans

PROPOSED PLANNING PROCESS
1. Proposed Planning Leadership Group meets annually in early summer to revise and update
Proposed plan and extend it out an additional year
a) Review vision to determine if it still fits
b) Review gap between current reality and vision to affirm gaps that have been closed and
determine if any further gaps exist that were not recognized initially Each key result area
team reviews their existing goals and determines need to revise or update. Create
c) team goals for year being added to Proposed plan
d) Each key result team performs detailed cost analysis for goals for coming fiscal year that
require it
e) along with ROI and cost comparisons for various options
f) Proposed Planning Leadership Group and Corporate Staff approve revised Proposed plan
with updated goals
2. If necessary, Board approval of Proposed plan is obtained
3. Vice President assigns goals to appropriate Director or other Staff Members
4. Director/Staff Member creates action plan and budget for goal
5. VP and Director incorporate goal and action plan expenses and revenue into operating and capital
budgets for upcoming fiscal year
6. Proposed Planning Leadership group tracks results of goal achievement on quarterly basis via
presentations by key result area teams
7. Proposed Planning Leadership Group begins process anew annually prior to the budgeting
process.
HERITAGE OF HOPE HOSPITAL VISION
Heritage of Hope Hospital is committed to:
• Providing excellent, affordable healthcare and other services that support our mission and making
these services available to all who seek them
• Management and staffing by skilled, dedicated, motivated and accountable team members who
uphold our mission and values and give their best effort in all of their endeavors
• A strong, well-respected identity among all of our core constituencies including business and
industry, potential referral sources, prospective donors, other organizations and the people of our
community
• Full integration into the regional community through joint ventures and alliances with other
organizations and leadership in community initiatives
• Skillful stewardship of our financial resources and meeting financial goals each year
HERITAGE OF HOPE HOSPITAL MISSION
Heritage of Hope Hospital endeavors to bring excellent healthcare and other services that support our
mission to all those in our community who seek them.
VALUES
These are statements of what HERITAGE OF HOPE HOSPITAL values and the standards we will apply
in dealings with staff, patients, specialists, suppliers, the community-at-large, and everyone else we work
with.
• Sacredness of life
• Dignity of the individual
• Justice
• Mercy
• Service
• Excellence

ADDITIONAL VALUES INTEGRAL TO HERITAGE OF HOPE HOSPITAL
• Integrity
• Loyalty
• Compassion
CULTURE
These are statements of the corporate culture and standards that influence the way things are to be
accomplished at Heritage of Hope Hospital.
• Medical administration with over 100 years of combined experience in meeting community needs
• Core Values and mission guide our professional lives
• Before proceeding, we ask the question: Is there a need?
• Willing to challenge the establishment
• Increasing access to healthcare
• Commitment to positive outcome and customer satisfaction
• Problem solving evident at all levels
• Creativity valued and applied
• Personal responsibility for self and organization including patients/clients
• Tolerance, respect for diversity
• Education rather than punishment whenever possible in dealing with personnel issues
• Providing useful information in a timely manner to help make well-reasoned decisions
• Resourcefulness
• Strong, supportive social relationships within the organization supporting the feeling of “family
”through recognition and appreciation of staff and management on ongoing basis
• Partnerships, alliances with other healthcare providers
• Community spirit—Sharing skills and talents with the organizations and people of our
community
STRENGTHS
Below are the internal factors that support movement toward our vision.
• Loyalty and adherence to our Mission and Core Values in everything we do
• Board and management made up of people who display excellence, experience, expertise,
accountability, loyalty, diversity and compatibility
• Experienced—vast amount of knowledge and skills in varying fields, including health care,
• communications, safety, construction, finance, community affairs, business management, etc.
• Long-term service by management and staff
• Multiple related services, including healthcare and general contracting
• Outstanding knowledge of product lines
• Excellent financial recording system for timely reports and paying bills on time
• Excellent organizational skills within Heritage of Hope Hospital
• Staff provides compassionate, high-quality services
• Highly accessible
• Capability, agility and willingness to respond rapidly to challenges and opportunities
• Possessing the power to confront change and the wisdom to take advantage of it
• Care and guidance of our staff
• Commitment to development of technical and leadership skills through education and training
• Visionary thinking—ability to scan the horizon and discern the possibilities that are arising
• Ability to see the big picture as well as the details
• Providing exciting work in an innovative and winning environment
• Honesty
• Straightforwardness
• Cooperation

• Ability and initiative to follow-through
• Community involvement
• Reputation in community for excellent service, compassionate care
OPPORTUNITIES
Below are the external factors that support movement toward our vision.
• Inform people of our 5000 job openings for service providers to this region
• Develop identity and disseminate this information throughout community
• Provide educational programs for professionals and patients
• Increase access to excellent healthcare and help keep community members healthy
• Stimulate more competitive pricing for medical care through our innovative activities
• Become greater positive influence in our community by providing affordable housing using our
real estate and construction partners (UPSILON Corporation) expertise.
• Enroll community decision makers into supporting our mission
• Improve relations with and develop joint ventures and affiliations with other healthcare
organizations
• Seek grants, philanthropy, and humanitarian foundations to support programs and services
• Seek community donor support of programs and services from specially targeted individuals
• Market banding quality services (therapeutics, preventive innovations, etc,.)
• Seek ways to use Management team expertise to expand in the area of contract services
• Provide assistance in increasing industrial economic base in community (housing, research, etc.)
• Join and participate in community associations to further educate the residents and surrounding
areas about who we are and what we do
• Open urgent care hospital outside of Fulton County
WEAKNESSES
These are the internal factors that inhibit movement toward our vision.
• Need for consistent staff training and orientation
• Lack of funding for start-up and construction, etc.
• Lack of funding for support operations and capital expense on a continuing long-term basis.
• Cash flow
THREATS
Below are the external factors that inhibit movement toward our vision.
• Managed care
• Additional legislation that reduces the level of reimbursement for Medicare, Medicaid,
• workers compensation, etc.
• Insurance industry policies and procedures that limit, delay or deny reimbursement
• Increased competition
• Shrinking industrial base
• Increased numbers of underinsured patients
 Limited affiliations and joint ventures with other healthcare groups
 Uncertainty about the reliability of those we have
 Potential risks associated with new ones
• Perception by some physicians in the community that we are competitors, unnecessary or inferior
• Rapidly changing medical and communications technology and the cost of this technology
• Movement of physicians away from our service area medical corridor.
• The high cost of expanding contracting services to full services contracting firm.

COMPETITION
Medical Competitive Analysis Description
Competitor’s Weaknesses
• High cost
• Long waits
• Location
• Supported financial resources
• Substantial media coverage
• In competition with physicians
• Lack of competitive spirit
• Narrow scope
• See only select patients
• Quality of care
• High overhead
• Has not delivered cost-effective care
• Only see select patient financial type
Long hours worked by low number of staff, high overhead for high profit margin for their investors. They
answer the phone from 7 a.m. to 5 p.m. and also in most cases they don’t schedule Saturday
appointments. They have no real community involvement.
Competitor’s Straights
Servicing needy deprived areas of Fulton County Is an ambulatory care and outpatient facility that does
Medicare, Medicaid, Private insurance work with some dual diagnosis. We do limited substance abuse
management services. We will have prevention programs.
FINANCE
• Cash flow need to be solidified
• Reduced opportunity for return on investments when possible when economic climate is not in
our favor
• Funding for additional projects (affordable housing, wellness, etc.) is being sought
RESOURCE DEVELOPMENT
• Stronger identity/brand is needed within Georgia, Fulton County, and our community
• Internal/external communications telenetwork must be strengthened
• Must determine if we want to expand number of joint ventures and collaborations
• Outside funding sources must be sought in order to carry on our mission
• Must decide if we want to expand beyond Fulton County
• Develop proposed prospective programs to determine and maintain innovative course, expand,
scale back, eliminate weaknesses
STAFFING/PRODUCTIVITY
• All staff, management and physicians must have undergone essential education, training and
• orientation in order for each of us to have the necessary credentials, certifications and
qualifications
• to do our jobs in a manner that is consistent with our mission and values
• Adherence to our mission/values and movement toward our vision must be acknowledged and
• rewarded on an ongoing basis
• Patient information and medical records must be readily accessible and in compliance with law
• Handle workers and patients complains with consistency

TECHNOLOGY/FACILITIES
• Information technology including telemedicine connectivity between sites, practice
management/electronic medical records software, etc.
• Set-up of equipment, software, and appearance of hospital on regular intervals
• Staff, management and physicians will be provided the necessary technological capabilities to do
their jobs in an efficient and effective manner
KEY RESULT AREA TEAMS
Below are the key areas to bring about our vision and the teams that will be responsible for bringing this
progress about.
• Finance
• Staffing/Productivity
• Facilities/Technology
• Resource Development
GOALS
Below are the goals and objectives we intend to accomplish in each key results area by September 30,
2018.
FINANCE
Objective: We will be good stewards of our financial resources, overseeing the creation of a sound
financial base for Heritage of Hope Hospital that fully supports our ongoing efforts, appropriately
rewards
management and staff, provides for the growth and development of our services and enables us to
continuum serving the people of our region for years to come.
Primary Goals—to be achieved by 9/30/16
• Achieve positive combined Heritage of Hope Hospital bottom line as per attached five-year
budget
• Maintain positive Heritage of Hope Hospital cash flow on an ongoing basis
• Develop and implement system of well-defined accountability for all Heritage of Hope Hospital
• budgetary areas to ensure that expenditures do not exceed budgetary limits
• Centralize all Heritage of Hope Hospital client/patient business office functions under the
leadership
• of one director using effective practice management/electronic medical records software system
• Monitor venture capital investment fund manager performance on ongoing basis to maximize
• annualized average return over a five-year period
Annual Goals
FY 2016
• Reduce days in A/R to no more than 90
• Review fees every six months and adjust as needed
• Attain average gross monthly receipts of at least $655,000
• Maintain positive cash flow for Heritage of Hope Hospital
• Centralize all Heritage of Hope Hospital patient business functions in one location under the
leadership of one director.
• Bring Mysis billing in-house system.
• Develop and implement system of well-defined accountability for all Heritage of Hope Hospital
budgetary areas to ensure that expenditures do not exceed budgetary limits and track results to
ensure compliance.
• Choose practice management software

Page 10 Copyright © Harris & Harris Associated Holding Company, LLC, Inc., 2009 All rights
reserved
• Continue monitoring venture capital investment fund performance to maximize annualized
average return over a five-year period
FY 2017
• Maintain 90 days or less in A/R
• Review fees and adjust as needed
• Continue monitoring investment fund manager performance to maximize annualized average
return over a five-year period
FY 2018
• Maintain 90 days or less in A/R
• Review fees and adjust as needed
• Continue monitoring venture capital investment fund performance to maximize annualized
average return over a five-year period
FY 2016 Budget
• See Attachment in Appendix
RESOURCE DEVELOPMENT
Objective: Through marketing, fund raising, program development, and our other activities, we will
attract the resources necessary to ensure a positive bottom line for Heritage of Hope Hospital each year
while enabling us to increase the spectrum of services we offer the people of our region.
Primary Goals—to be achieved by 9/30/16
• Generate at least $250,000 in net income via the Center for Ambulatory Care & Healing
• Raise at least $100,000 in net income during this period through Foundations and Grants Efforts
• Generate at least $250,000 in net income via the construction of affordable housing
• Increase Heritage of Hope Hospital bottom line by a total of at least $600,000 over the five years
of this plan through the efforts indicated above
Annual Goals
FY 2016
• Health Care Services
o Generate at least $6,908,571 in patient revenue
o Attain consumer top-of-mind awareness of at least 50%
o Attain business top-of-mind awareness of at least 60%
o Center management focus on providing care we promise, decreasing visit times,
improving staff morale and teamwork, assuring adequate staffing, flawless performance
of drug screens, compliance with OSHA regulations
• Mental Health
o Generate at least $1,919,660 in patient revenue over five years
o Continue expansion where possible
o Gain Certifications (Certificate of Need, zoning, etc.)
• Microcurrent Therapy
o Generate at least $156,548 in patient revenue

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o Purchase additional electro my pulse and electro acuscope in order to eliminate downtime
• Foundation
o Generate at least $500,000 in contributions
o Explore creation of board for foundation
o Website to be set-up and running
• Affordable Housing
o Currently no revenue goals
o Determine feasibility of continuing this program after review of need for affordable
housing in area
o UPSILON Corporation will take lead on developing Self-sustainable Commercial
Livable Communities (SCLC’s) project.
AFFILIATING COMPANIES
Harris & Harris Associated Holding Company, LLC.(DBA: Harris Holdings), is a holding company for
three separate sub-corporations, with related but distinct products, services, markets and opportunities.
This business plan consolidates the three sub-divisions of the Harris Holdings Business plan into a well-
balanced offering of high quality customer service, branded, thriving- industrial products and our
own lines of specialty commercialized research products and secondary services to complement each
division's efforts. Harris Holdings can begin operations within 45 days of funding, as a corporation under
the Laws of the State of Georgia. The current plan calls for opening each subcorporation and the holding
company all within the same location, to facilitate employee and management training, accounting
procedures, and inventory management.
1. UPSILON CORPORATION SUSTAINABLE COMMERCIAL LIVABLE
COMMUNITIES (SCLC)
SIPs Manufacturing Sales. Division - will distribute high-quality structured insulated panels-
(SIPs) related products and services to local and national clients in the sustainable living and
commercial construction industries, primary floors, walls, and roofs for residential and light
commercial buildings. The target market focus are builders and Contractors, and developers in
the public, military and governmental procurement sector.
SIPs are high performance building panels used in floors, walls, and roofs for residential and light
commercial buildings. The panels are typically made by sandwiching a core of rigid foam plastic
insulation between two structural skins of oriented strand board (OSB). Other skin material can
be used for specific purposes. SIPs are manufactured under factory controlled conditions and can
be custom designed for each home. SIPs are the building system that is extremely strong, energy
efficient and cost effective. Building with SIPs will save time, money and labor.
2. COMMUNIVERSITY ENTREPRENEUR CENTER PRODUCTS AND SERVICES
Entrepreneur Business Incubation Division will design custom business curriculum and small
business development tools tailored to the start-up enterprise, midlevel fledging business, and
transitive companies to insure their advancement until the business is capable of being self-
sufficient. Additionally, this division will also provide consulting services to clients as a part of
our quality services from the Harris Holdings product line. To maximize the equipment and
output of the location, this division will be situated within the same complex as the other
divisions, making it able to service the business incubator clients.

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3. HERITAGE OF HOPE HOSPITAL INTEGRATED REGENERATIVE MEDICINE
Emergent Diseases and Nano-Technologies Research Division will develop and support a full
line of telehealth/telemedicine internet-based business (self-health) applications. Additionally,
Harris Holdings will develop and support an ambulatory care center. The telehealth/telemedicine
internet marketplaces, on-line magazines, custom-developed commercial wellness websites, and
other hosted medical breakthrough products tailored to the health and wellness marketplace.
To capitalize on commercialized research and therapeutics profitability, Harris & Harris Associated
Holding Company, LLC. will consolidate all of the operations into one site located in South Fulton
County. This location will be very close to the Hartfield/Jackson International Airport and the I-85/ I-75
and I-20 corridor, providing excellent access to the surrounding states: Alabama, Mississippi, Tennessee,
South Carolina, and Florida business industrial and medical research markets. Harris Holding's
management acquired its roots in the industrial marketplace while managing privately held corporations,
hospitals, and construction project management that operated in various parts of the United States
(Resumes are attached) for over forty-five years.
Special points of interest about this corporation include:
 High percentage of minority ownership will allow the business to participate in 8(a) spec ial
interest contract bids, special employee-training grant procurement, and state offered business
development bond offerings.
 The ability of management to work towards developing other avenues of business, including
military and other governmental procurement fulfillment.
Based on the current prices in the health, construction, and business industrial products and services
market, Harris & Harris Associated Holding Company, LLC has the potential of making sales of
$1,008,798 by year two of the plan. With good management, a revenue growth of 29% annually is
expected.
Harris & Harris Associated Holding Company, LLC operates as a bona fide limited liability corporation
and distinct parent to its affiliates and activities to establish a nexus. Such operational requirements are
necessary in order (i) to establish the substance of the Atlanta business, and (ii) sever or avoid any
continuing nexus with the taxing jurisdiction of the parent of other affiliates. This means that the directors
and shareholders will hold their meetings in Atlanta. All of the assets of the holding company will be
located in Atlanta. All corporate decisions (including investment decisions) will be made in Atlanta. All
contracts will be executed in Atlanta. The holding company will have officers and employees located in
Atlanta who perform their services and duties in Atlanta. The holding company will have office space in
Atlanta and maintain its corporate minute book, stock book and accounting records in Atlanta. The
Atlanta address, telephone number and fax number will be used for all purposes. Harris Holdings will
have one or more bank accounts in Atlanta into which all of its income is deposited and from which all of
its payments are made.
MANAGEMENT AND ADMINISTRATION
BOARD OF DIRECTORS
The Board ideally will be comprised of Atlanta individuals independent of the holding company's parent
(or other affiliate). Control concerns often dictate that certain director positions be filled by officers
and/or directors of the parent or affiliate corporation; however, one of the board members is a native of
Atlanta but is a resident in Chicago, in which he will relocate to Atlanta upon funding. . The members
selected are prepared to meet in Atlanta on a regular basis (e.g. quarterly). were investment decisions will
be made while meeting in Atlanta. The Board of Directors will: adopt investment policies and review and

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modify those policies as needed; review and approve all investment transactions which the subsidiary has
completed since the previous meeting; declare dividends as appropriate; and address any other matters
affecting the subsidiary which properly come before the Board of Directors.
OFFICE
The holding company will have Atlanta office space (with furniture and equipment) to accommodate the
corporate business, with the corporate name identified in the building directory. Although many
companies (with furniture and equipment) simply lease office space, furniture and equipment on a shared
basis, it is preferable to lease such assets (or to purchase them outright) individually and separately from
other companies. The holding company will have its own telephone with a receptionist who answers the
phone in the name of the holding company and provide general receptionist services. Typically, a shared
receptionist will be hired. The telephone number will be located in the local phone directory under the
holding company name. Corporate stationery and business cards will reflect the holding company's name,
address, and telephone number. Additionally, the holding company (Communiversity Entrepreneur
Center) for various businesses, will provide lock box services on the site.
ATLANTA EMPLOYEES
Harris Holdings will have officers and employees who reside in Atlanta and perform their services and
duties at the Atlanta office. The holding company will pay salaries or other compensation to such officers
and/or employees, and Atlanta payroll taxes will be withheld and paid over to the proper taxing
authorities. Employees will have real responsibilities (subject to appropriate controls) relating to the
holding company's business, including for example, such matters as check signing authority, contracting
for services with third parties, investment management (including placing trade orders), and bookkeeping
and/or accounting functions (unless delegated to a local service provider).
CONTRACTS
All contracts will be executed in Atlanta with Atlanta law governing. To the extent that performance of a
contract is required by the holding company, performance will be in Atlanta. Some of the common
contracts among Harris Holdings include (i) lease contracts for office space, furniture and equipment, (ii)
employment contracts with Atlanta employees, (iii) service contracts for quality control, (iv) contracts for
provision of financial, accounting and payroll services (including tax return preparation), (v) investment/
custodial agreements, (vi) licensing or royalty agreements, and (vii) loan agreements with affiliates.
SERVICES IN GENERAL
The holding company will engage professionals and other service providers who are independent of the
professionals and service providers employed by the parent or affiliates of the holding company. This
internal audit is to show common management between the holding company and its affiliates, giving rise
to questions of nexus (and thus taxing authority) in the State of Georgia.
BANKING SERVICES
Harris Holdings will establish checking accounts, custody accounts, investment advisory accounts and
other similar types of accounts at a local financial institution. All income received by the
holding company will be deposited in the local account, and all payments from the holding company
will be made from the local account. In order to establish a Atlanta commercial domicile for the holding
company, the "situs" of the intangibles must be in Atlanta, and investment decisions with respect to such
intangibles will be made in Atlanta. Establishing custodial and investment advisory accounts in Atlanta
to hold and manage all the intangibles of the holding company (thus giving Atlanta "situs" for the
intangibles) may be essential in establishing the desired Atlanta commercial domicile.

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LEGAL SERVICES
Incorporation of the Harris & Harris Associated Holding Company, LLC, and preparation of contracts
incidental to the operation of the company, was accomplished by a Atlanta law firm. The Atlanta firm
acts as resident agent for service of process, and have received the company's federal tax identification
number (EIN# 80-0345802).
EXPENSES
As a separately run, bona fide business, the holding company will make sure that its suppliers address
invoices to the holding company and that all expenses of the holding company are paid by check drawn
on the holding company's Atlanta account. The holding company is responsible for all lease payments, all
custodial and investment advisory fees, all utilities (phone, etc.), all equipment and supplies, and all
professional fees, including accounting and legal fees. Importantly, the legal and accounting fees for
organizational services, including advice in connection with the proper structure of the holding company,
will be invoiced directly to, and paid by, the holding company.
Harris Holdings will develop and offer only the highest quality products and services.
 Our products will reduce customers' costs, and customized to the specific need of the
customer unlike our competitors' nonspecific generic products.
 Our SIPs-manufacturing services will also offer the client a solid, value-based purchase
 backed by a 100% quality commitment and effort by our employees and management.
Using Harris Holdings own manufacturing facility as a model and test bed for other cutting edge
products, Harris Holdings will provide the mid-sized corporate market with new and exciting ways to cost
effectively manage all external vendor and customer transactions, yielding continual savings for the users
of our products and services. Our biomedical research partners will also add value to our offering of
services, further allowing Harris Holdings to grow into a high-quality, long-term growth corporation.
KEYS TO OUR SUCCESS
1. Seasoned management with over twenty years of business experience in Panel Homes Industrial
Distribution and CAD technology.
2. Focused and well-defined long-range goals for longevity. Our plan has been developed to allow
flexibility and growth.
3. Strong project-management staffing with extensive prior Engineering experience, providing
clients with product and service support in an industrial setting.
4. Strong marketing goals with niche products and services; targeted services and products delivered
with unique marketing approaches.
5. Very low internal development costs at startup. Management is well-suited to oversee and
develop all projects described in this business plan, limiting pre-production expenses by utilizing
industry partnerships to lower the initial costs to bring its services and products to market.
6. Base on high-quality products branding and external support vendors will be able to build on our
success with over twenty-five years of industry contacts to work with, in both the purchasing and
also in the marketing of our products.
7. Previous successful business plans and experience to draw from. Management's previous business
experiences helped in c losing an SBA package valued at $240,000 for the acquisition of SIPs
manufacturing equipment. Management will implement and perfect all aspects of the business
plan of the required projects.

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KEY OBJECTIVES
Our primary objectives are to:
1. Integrate our products and services (construction, medical and business) into the desired market
places.
2. Utilize our biotechnology products to gain market share in regenerative medicine.
3. Resell our biomedical and nano technology research development and its required support
services.
4. Provide our clients with high-quality construction products, business development and
biomedical research services while maintaining high profitability in sales and distribution.

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SOUTH FULTON COUNTY HOSPITAL SITE
PROPERTY PROFILE
Property Tax Information
Tax Year 2014
Parcel ID 14F0131 LL0040
Property Address 0 FULTON INDUSTRIAL BLVD
Owner WALTON GA WOODBURY PARK LP ET AL '
Mailing Address P O BOX 2249 CUMMING GA 30028
Total Appraisal $3,400,700
Improvement Appraisal $0
Land Appraisal $3,400,700
Assessment $1,360,280
Tax District 55
Land Area 316.810009 ac
Property Class Residential Large Tracts
Land Use Class Residential vacant
TAD
CID
Zoning
Zoning Class not available
Overlay District Sandtown Overlay
2030 Future Development Suburban Neighborhood
Political
Municipality unincorporated
Commission District 6
Commission Person Emma I. Darnell
Council District not available
Council Person not available
Voting Precinct SC01B
Poll Location Westlake High School, 2400 Union Rd
Congressional District 005
State Senate District 038
State House District 061
School Zones
Elementary School Stonewall Tell
Middle School Sandtown
High School Westlake
Other Information
Zip Code 30331-30336
Census Tract 103.03
In Less Developed Census Tract No

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PROPOSE CONSTRUCTION AND DEVELOPMENT SITE

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HERITAGE OF HOPE HOSPITAL MIXED-USE DEVELOPMENT SITE

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PROPOSED MIXED-USE COMMUNTY DEVELOPMENT
PROPOSED HOSPITAL DEVELOPMENT

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Heritage of Hope Hospital Proposed Plan-1

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