Aqua Green BP

Community
Aquaculture / Greenhouse
Project
Feasibility/Business Plan
- Draft -
Our Family Orphan Communities, Inc.

Community owned businesses
Supporting Orphan Communities where every child can say,
This is my family and this is my home.
Our Family Orphan Communities
Community
Aquaculture / Greenhouse
Project
Feasibility/Business Plan
[August 2009]
_________
Business Plan Copy Number
Our Family Orphan Communities, Inc.

P O Box 906
Alamosa, CO 81101-0906
719-379-3755
Fax:435-228-2298
www.orphancommunities.org
info@orphancommunities.org
This document contains

Confidential & Proprietary Information
belonging exclusively to O.F.O.C.
This is a business plan.
It does not imply an offering of Securities.
Copyright 2008, 2009 Our Family Orphan Communities, Inc. All rights reserved.
Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan
Page 1
Credits
We are grateful for the following people and organizations who have contributed their expertise,
information and assistance in the development of this business plan:
Names in alphabetical order:

Adams State College
Frank Bartonie
Jeannette Bartonie
Blanfort Potato Company
Huy BuiMinh
Curtis L. Bruner
Lance Cheslock
Colorado Aquaculture
Cory DeAngelis
Michael Dixon
Bob Formals
Michael Hamers
Bill Hilbert
Robert Johns
Karyn Karlson
Bob Krieckhaus
Roger LaBorde
La Puente Home
Anita Lam
Vinh LeQuang
Lightspeed Commercial Arts
Shelley May
Pat McIntyre
Larry Nelson
Nick Parker
Isaac Pugh
Edison Ross
Kate Morgan Savage
Shamans Door
Southern Humanitarian Support Company
Ngon TranThanh
Three S Ranch
Trice International
Valley Grande Ranch
Bill Van Doorn
Vietnam Aid Society for Disabled Children
Michael Vigil
Loan Vo
W3W3 Network
Wagner Contracting
Cole Wakasugi
Rodger Wakasugi
Donna Wehe
Erwin Young
Xippee Corporation
And, our thank you to the many more individuals who, even if not listed, have contributed directly and
indirectly to this project.
Page 2
Table of Contents
Table of Contents ........................................................................................................................1
I.
Executive Summary..........................................................................................................2
II.
General Industry Description ..........................................................................................13
III.
Products and Services .....................................................................................................13
IV.
Marketing Plan ...............................................................................................................23
V.
Operational Plan .............................................................................................................25
VI.
Management and Organization........................................................................................25
VII.
Startup Expenses and Capitalization................................................................................34
VIII. Financial Plan.................................................................................................................36

IX.
Appendices .....................................................................................................................36
Page 1
I.
Executive Summary
The Company
Our Family Orphan Communities Aquaculture/Greenhouse (O.F.O.C.-Aquaculture/Greenhouse) is
one of the interrelated businesses owned and operated by Our Family Orphan Communities, Inc.
(O.F.O.C.) and established in host countries where the O.F.O.C. Orphan Communities are established.
This plan is for Mexico.
As one of the Funding Activities of the community, it helps to pay for Childcare Activities of the
local, economically self-sufficient community in which street orphans are raised in families with
surrogate parents and grandparents, provided healthcare, education and job skills for their and their
countrys future.
In addition to this project, O.F.O.C.-Mexico Aquaculture/Greenhouse, the interrelated community
businesses include: dairy, hogs, biogas, agriculture, butcher, bakery, restaurant and others based on the
needs and opportunities of the local market. The businesses will provide food for the residents of the
community, jobs, skills training and profit to support the community Childcare Activities.
This business plan projects an annual net profit of about $350,000 and a pretax rate of return (ROI) of
11 % ($290K out of sales of about $3.1 million) in the second year and approximately $435,000 and an
ROI of 14% in the fifth year from the production and sale of live organic tilapia, organic produce, and
by-products including worm castings, worm tea, fish emulsion, and compost. Capital investment will
require $3.1 million to construct and equip a 175 wide x 700 ft long greenhouse with one section
dedicated to fish and three sections to production of organic produce, utilizing fish effluent as a liquid
fertilizer in aquaculture and hydroponics (aquaponics) operation. A fourth plant production unit will be
located outside of the greenhouse and will be operated during the summer months. Additional
construction for future expansion will be for a small processing plant to also prepare and store the
frozen whole fish and filets for shipment.
A unique design feature of the facility will be the source and conservation of heat. Beginning with
groundwater at sixty degrees and adding the direct storage of solar energy there will be sufficient heat
to warm the 50-gpm input water source. The greenhouse will be outfitted with thermal shades to retain
heat during the nighttime hours. During the day, excess heat will not be exhausted, but will be stored in
water in the fish tanks and the hydroponic growing beds.
Page 2
Note: the financial numbers have not yet been adjusted to the current financial situation in Mexico. The
number in this DRAFT still represent projections of a USA based facility.
This facility will be one component of an integrated complex of interrelated activities; wherein, the
residues of one operation are the input of the next operation. The aquaculture and hydroponics
operation is projected to create 74 jobs, an estimated $4,400 in annual property taxes by the second
year, and 4.9% in sales taxes from local retail sales. The demand for organic food products was $4
billion for the USA Four Corners States (New Mexico, Colorado, Arizona, Utah) region in 2002 and is
projected to be $5 billion in 2008. Organic products sequestered only 1.2% of the total food sales of the
market in this region in 2000, 2.5% in 2005, and are projected to be 5 to 10% by 2010. A key finding
from a 2005 survey of organic farmers and ranchers from the Four Corners States Region was that
demand for local organic products is expected to exceed supply. North America, with 3.7 million acres
certified as organic, is under-represented as compared to global markets. Today, 100 countries have a
total of 59 million acres of certified organic production and this level is increasing dramatically,
reflecting the global demand for certified organic food products.
Projected annual revenue for each major product and gross revenue for all major products is shown in
the following chart.
Gross revenues from sale of fish, worms (including worm castings), organic crops and
annual total based on a conservative yield of 50% of designed system capacity.
Investment risk is another major concern of any new business venture, especially one that is engaged in
perishable products, such as fish, worms and plants. The following figures project the potential returns
based on 100% production capacity for each product. However, in any production operation, there is
the potential for a production shutdown. For that reason, recovery time becomes critical. Safe
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production levels that range from 50 to 60 percent of maximum capacity will provide sufficient
recovery time for these perishable products. At this 50 to 60 percent capacity range reduces the risk of
catastrophic loss due to equipment failure, disease, or even operator error. At reduced densities (fewer
fish per cubic foot of water) the fish are less crowded, less stressed and better able to withstand any
drop in the oxygen level or reduction in the flow of water. Similarly, plants (needing the nutrient flow
of the fish effluent), and even earthworms, that are less crowded are in less competition for space,
nutrients and other resources needed to survive. The conservative level of plant production is 50% of
the maximum density and 60% of (due to the lower risk factor of producing worms as compared to
fish) of maximum density for the worms. These levels of production are profitable and are not only
better for the fish, plants, and worms, but are also less risky and stressful for the business owner and the
banker.
The following charts show potential revenues at various levels of production for each product.
Fish production at 100, 75, 50 and 35% of full capacity. A
Revenue at $3/lb (live weight) from fish sales at 100%, 75%,
low-risk level of 50% of maximum capacity has been chosen
50%, and 35%. A low risk level of 50% of maximum capacity
for the financial model.
has been chosen
Revenue from sale of organic crops, at $.56/lb and at 100%
Revenue from worms, worm compost and worm tea from the
of system capacity. The low-risk level 50% of maximum
available capacities of 100%, 80%, 60% and 40%. The low-
capacity has been chosen for the financial model.
risk level 60% of maximum capacity has been chosen for the
Our Family Orphan Communities, Inc. Aquaculture/Greenhouse

Project - Business Plan
financial model.
Page 4
Market Opportunity
Aquaculture is a $50 billion industry worldwide, with the United States being the worlds second
largest importer of seafood. The market value of imported fish to the United States is exceeded only by
the market value of imported oil, automobiles, and electronic goods. In 2006 the US imported $13.4
billion worth of edible fishery products, while fishery exports were valued at $3.9 billion (Department
of Commerce 2006). Total fishery imports, including edible and non-edible fishery products (primarily
fish meal and fish oil), were valued at over $27 billion in 2006. During the past decade, dwindling
supplies from wild fisheries has been a major force behind the dramatic growth in the farming of a wide
variety of fish.
Hailed as the fish of the new millennium and the new orange roughy, tilapia (pronounced til AH
pee ah) has rapidly gained consumer acceptance in the United States.
Consumption of tilapia in the US has grown at about 30% per year for the
past 8 years and is now the fifth most popular fish in the US. In 2008, the
annual consumption of tilapia is expected to reach 600 million pounds
(American Tilapia Association 2007).
Currently, ninety-five percent (95%) of all tilapia consumed in the United States is imported. The
extraordinary opportunity to tap into the growing United States tilapia and organic produce markets
with locally grown fish and organic produce is the focal point of this business plan.
O.F.O.C. - Mexico Aquaculture/Greenhouse, with its proximity near the USA, has the opportunity to
deliver live fish (and in the future, frozen tilapia whole and fillets) to the US markets. To date, US
producers processing fish for fillets have been unable to compete with frozen tilapia fillets imported
from China, Southeast Asia and Central America due to the relatively high cost of feed, labor, and
warm-water supplies. The additional profits from the sale of fertilizer (worm castings) and fish
emulsion may exceed revenues from fish. The result of the unique production techniques is a system
that produces fresh, live fish, frozen whole/filets, organic produce and other products at a competitive
cost combined with a humanitarian cause that will make the O.F.O.C. - Mexico
Page 5
Aquaculture/Greenhouse products uniquely preferable over other foreign imports of fresh or frozen
tilapia and non-organic produce.
Customers
O.F.O.C.-Mexico Aquaculture/Greenhouses target market includes restaurants and family
consumers in both Mexico and the USA.
Relationships with wholesale distributors will be established in both countries.
Pricing will be competitive in both countries due to our production and distribution systems.
Product Strategy
A competitive advantage for O.F.O.C. - Mexico Aquaculture/Greenhouse is derived from the ideal
distribution location of the company as many importers of tilapia to the USA are in Southeast Asia,
China or farther away in Central and South America.
Our project designers are optimizing the use of solar heating, the size of the property, the nature of the
existing markets, and the application of an integrated, synergistic system of fish farming and production
techniques. In addition, the entire operation has been designed to be environmentally sensitive all
waste products will be used in other community businesses or recycled, not discarded.
In addition to fish production, the company will utilize the unique features of the community to create a
number of closely related profit centers. While the main product will be high-quality live fish, the
company will take full financial advantage of the valuable byproducts of the
fish farming process, most notably worm castings and fish emulsions, both
valuable fertilizers.
The facility will be developed into an integrated complex of interrelated
Worm castings
activities, each of which supports at least one of the other activities in the
organic fertilizer
complex. For example, the solid wastes from the fish are ideal for
composting. The dissolved wastes, primarily ammonia (NH3), ammonium nitrite (NH4-NO2) and
ammonium nitrate (NH4-NO3) are liquid fertilizers and are ideal for hydroponic plant production.
Rather than leading to a disposal cost, the organic wastes are valuable fertilizers.
Page 6
Earthworms will be used in the composting of the solids, referred to as vermicomposting. Earthworms
will be harvested for the fish-bait market, as a food source in the animal pet market and as an additional
food source for the tilapia. The byproduct of earthworms is worm castings, a valuable and
commercially-viable fertilizer. The fish diet will include commercial fishmeal, worm meal, and algae.
The sale of worm castings will produce nearly enough net income to cover the entire cost of
commercial fish feed. Cull fish and dead fish will be used to produce fish emulsion, another high-value
fertilizer.
The production system is based on four tanks for fish and four hydroponic plant-growing areas. Each
fiberglass circular tank is 33 feet in diameter and 5 feet deep, with a capacity of 25,000 gallons of water
per tank. For ease of operation, especially for loading live fish onto trucks for shipment, the production
tanks will be built on an elevated pad within the buildings. By designing an integrated fish and
hydroponic-plant production system, output capacity can be shifted as market conditions, available
capital, and available water will support.
Construction Plan
This business plan is based on fish production equipment, worm production, fish emulsions and the
production of plants. Phase I will be funded from the initial capitalization of the Company and will be
completed during the first year. Any additional
production equipment will be funded from aftertax company cash flow and operating or working
capital funding, rather than from raising any
additional capital or additional financing.
Each of the four fish tanks will have separate
water circulation, but a common water treatment
system. The proposed
system will have special
oxygen-dissolving units
built as an integral part of
the design. Water
temperatures will be
maintained with the solar
gain within a greenhouse,
and with the by-product
Example of greenhouse facility
Page 7
heat from oxygen generation. There will be a monitoring system that controls water temperature and
oxygen concentration in each production tank. To increase the reliability of the system, critical
components will be designed with redundant components, such as dual oxygenation systems, dual
independent water systems, and backup electrical systems.
The four (4) fish production tanks will each contain approximately 6,000 fish when filled to capacity;
this capacity will be continuously maintained. The initial inventory is projected to grow at a daily rate
of 1.25%, resulting in an initial daily production of about 300 pounds, or an annual production in
excess of 100,000 pounds. At full capacity, projections are for daily production of about 275 pounds of
tilapia, or an annual production of approximately 100,000 pounds of market fish. Initial growth rate is
expected to be higher as the tanks come up to capacity. Once at capacity, growth will drop some due to
filter size (the hydroponic beds). The size of the hydroponic beds is limited by the heat available
geothermal and solar.
The facility and equipment cost associated with the fish production and greenhouse facility is budgeted
for about $3.1 million, of which about $2.9 million is allocated to the cost of the building to house all
operations.
The first year will require six months for site preparation and to construct the greenhouse building
construction, with an additional six months to establish fish, worm and plant operations. The fish
emulsion operation, during the first year, will contribute only minor income overall. The income from
the sale of organic produce is expected to be about $375,000 during the first year.
By the end of year two, total sales of tilapia will have reached about $300,000, worm castings and fish
emulsion sales at about $500,000/yr, and organic plant and produce sales are projected to be at about
$2,300,000/yr. The sales of tilapia products (fish and emulsion) are projected to stabilize at about
120,000 lbs by the end of year two. Tanks will always maintain about 5,000 lbs of tilapia each. In
addition, worm castings sales will stabilize at about $525,000 by the end of year four, fish emulsion
sales at about $20,000, and plant sales at about $2,500,000. All sales should to continue grow at a rate
of about three to five percent per year by upgrading stock and to account for inflation.
Cash Flow Projections

During the first-year startup period, the first plant-production hydroponic beds should be fully
operational and producing marketable crops. As detailed in Section VII, Capital Requirements, the
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cash flow projections require a capital budget of $3.1 million and a working capital line of credit of $.7
million to cover the negative cash flow requirements for the first year of operation, including interest
costs. The projected capital funds include 10% contingencies. During the second year, as the plant
hydroponic units come into full production, projections show a net positive cash flow of a little over
$280,000. By the third year, the positive cash flow is projected to be about $315,000 and $560,000 for
the fifth year. Sales of tilapia are assumed to stabilize for the remainder of the projections through the
first five years of operation.
Capital Requirements
The startup capital for O.F.O.C. Mexico Aquaculture/Greenhouse will be $3.1 million. The capital
requirement will be allocated as shown below.
Table 1. CAPITAL INVESTMENT & PROJECT DEVELOPMENT

Revenue Source
Fish Operations
- Excavation
- Main Building and Ancillary Equipment
- Operations Equipment
Fish Operations Capital Investment
Worm Castings Operation
- Excavation
Worm Castings Capital Investment
Greenhouse Operations
- Excavation
Greenhouse Operations Capital Investment
Distribution Operations Vehicles
Total CAPITAL INVESTMENT
Investment($)
$10,000
$500,000
$160,000
$670,000
$10,000
$310,000
$10,000
$330,000
$75,000
$1,840,000
$165,000
$2,080,000
$50,000
$3,130,000
Business Model
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The business will be established using Social Business Investment as described by Nobel Peace Prize
winner Muhammad Yunus in his book Creating a World Without Poverty How Social Business Can
Transform Our Lives. (See article on Social Business in the Appendix.)
An underlying belief in establishing O.F.O.C., and the communities that will serve street orphans, is
that people do care. People who work in businesses care and people who invest in businesses also
care. This belief supports the concept of the Social Business investment. O.F.O.C. projects around the
world provide opportunities for both private donors who care, as well as Social Business investment
opportunities for investors who believe that philanthropy is a responsibility and an important part of
doing business. Investors will be paid a fair return on their investment while the business provides
funds for the humanitarian project. For more information on investment opportunities, contact Our
Family Orphan Communities, Inc. directly.
Risk
Food safety and security is of high concern to American consumers. Recent recall of beef and spinach
due to contamination by E. coli and recall of tomatoes due to Salmonella contamination has heightened
the concern of consumers. Production of food crops in other countries may involve use of chemicals
banned in the USA. When less that 1% of the imported food items are inspected as they enter the US,
consumers have a right to be concerned. With concern for the health of the community residents and
customers, excellent product quality being a primary goal and the parent organization being based in
the USA, the standards applied in the host country businesses will meet or exceed standards for the
USA. This aquaponics system starts with tilapia and nutrient-rich water is recycled to propagate
organic plants. The waste products from mammals contain E. coli and other coliform bacteria; waste
from fish does not contain coliform bacteria. Organic produce from a system receiving nutrient-rich
fish effluent is safe for consumption and does not present the risk associated with waste from mammals.
Investment risk is another key concern of any new business venture. A conservative level of fish
production is 50% of the full capacity. This level reduces the risk of catastrophic loss due to equipment
failure, disease, or even operator error. At reduced densities, that is fewer fish per cubic foot of water,
the fish are less crowded, less stressed and better able to withstand any drop in the oxygen level or
reduction in the flow of water. Similarly, plants, and even earthworms, that are less crowded are in less
competition for space, nutrients and other resources. The conservative level of plant production is 50%
of the maximum density and 60% of maximum density for the worms. These levels or production are
Page 10
profitable and are not only better for the fish, plants, and worms, but are also less risky and stressful for
the business owner and the banker.
Operating risk is mitigated by redundant monitoring systems. All possible aspects of production and
safety will be monitored 24 hours a day, seven days a week, at both the community and the O.F.O.C.
headquarters. This will facilitate an immediate response to any situation where things are not as
expected.
Advertising, Promotion and Public Relations

Direct personal and telephone contact by staff with wholesale distributors, supported by on-line internet
ordering, shipping tracking and customer support, will maintain regular contact with customers.
An advantage that O.F.O.C. Mexico Aquaculture/Greenhouse has it that of cause marketing. On
the packaging of the frozen tilapia filets, it will tell the buyer how their purchase will help to support
street orphans. Initial marketing studies done at Adams State College indicate that buyers will pay
more for the product due to the good cause to which it is affiliated.
O.F.O.C. - Mexico Aquaculture/Greenhouse will be owned by O.F.O.C. - Mexico which in turn is an
organization operated, and owned (to the extent legally possible in the host country) by Our Family
Orphan Communities, Inc., a Colorado not-for-profit charity. Planned expansion in Mexico will come
with the addition of more economically self-sustaining Orphan Communities.
Management Team
The on-site management of each community business will have the technical expertise needed to ensure
the success of the business. Support will come from the host country board of directors, local
consultants and the headquarters staff.
Exit Strategy
O.F.O.C. will work with the investors in the O.F.O.C. Mexico Aquaculture/Greenhouse facility to
establish an agreed upon exit/buy out strategy that meets the needs and desires of both parties.
Conclusion
Page 11
The business strategies, production methods and development plans to accomplish the company goals
are covered in the balance of this business plan. O.F.O.C. Mexico Aquaculture/Greenhouse will be
looking for Social Business Investors to provide the funds for the construction of this business. At the
same time, O.F.O.C. will be seeking investors and donors for the other community businesses that
make up the Funding Activities for the Childcare Activities mission of the Orphan Community
Mexico.
Page 12
II.
General Industry Description
Aquaculture is the worlds fastest growing agribusiness, with annual growth of 11 % since 1984,
resulting in a $50 billion industry. The United States is the worlds second largest importer of
seafood. The overall growth is driven by increased population and dwindling supply from wild
fisheries. Seafood is a major product for import in the US and is fourth in total value following
petroleum, automobiles, and electronics. The value of tilapia-product imports increased 36% from
2001 to 2002, and increased 38% from 2002 to 2003. The value of imported tilapia was $241 million
in 2003, but had increased to $483 million in 2006 (USDA 2007). US tilapia production is currently
less than 5% of the total tilapia consumed within the US, while tilapia is becoming a major seafood
product for the US.
Important factors influencing the
aquaculture industry are related to both
supply and demand for seafood
products. Many traditional US fisheries
have sustained large declines in seafood
production. Political and environmental
issues are also reducing commercial
fishing access to many US fisheries
resources. World supply of wild-caught
fish has reached a maximum; the supply
of many wild species is declining. Other
species have specific limits on total
catch, with the annual fishing season sometimes measured in hours. In addition, some aquaculture fish
from foreign countries have recently been identified with banned chemical and drug contamination.
Even with per capita consumption of seafood in the US remaining level (15-16 pounds per person per
year), due to population growth, an increase of 450 million pounds of edible weight (equivalent to 1.4
billion pounds of live catfish or tilapia) of seafood will be required annually to meet demand within
the next 10 years. Although the per capita consumption of total seafood has not increased in the past
10 years, consumption of certain available species has grown. For example, markets for aquaculture
catfish and tilapia have continued upward. Aquaculture will fill the demand for seafood products.
Total consumption of tilapia in the US increased from 1 million lbs (live weight) in 1987, 60 million
lbs in 1995, and 172 million pounds in 2000. Total consumption of tilapia is expected to increase to
over 600 million pounds in 2008.
Page 13
It is of note that imported tilapia comes from producer countries where there exists strong, internal
demand for fish. Future production, which might otherwise have been exported to the US could be
sold in local markets. This has already occurred in Colombia, the location of the largest tilapia farm in
the world, in the early 1990s. China and India, with seafood exports to the US in 1999 of $450 million
and $200 million respectively, have very high production capability; however, a significant increase
in demand within those countries is anticipated within the next 10 years.
Industry leaders expect the US market for catfish to continue to expand from 600 million pounds per
year to approximately 1 billion within 10 years. This projection appears very aggressive, but the
catfish industry has grown from a small beginning in 1960 to the present 600 million pounds. Over
40% of these catfish are consumed in Texas; approximately 90% of the catfish are grown in Arkansas,
Louisiana, Mississippi, and Alabama.
Benefits of Tilapia
Perhaps more than any other fish, tilapia has a unique, broad appeal, and has consumer taste
preference over catfish. Tilapia appeals to several segments of the seafood market: white-tablecloth
chefs, fast food chains, supermarkets, and ethnic groups. Tilapia provides an alternative to wild
species like cod, thus avoiding supply shortages and erratic pricing of the wild species. During the
1990s, the decline in supply of cod, flounder, and sole was approximately 200 million pounds of
fillets per year (equal to more than 500 million pounds of live tilapia). Clearly, there is a demand and
an expanding market for fresh tilapia fillets and frozen fish products. The world tilapia trade is
estimated to be 2.5 million metric tonnes in 2005 (Josupeit, 2007). China exported 180,000 tonnes of
tilapia to the US in 2007, and for comparison, exceeding the total of 160,000 tonnes for all groundfish (marine fish harvest with trawl nets from the ocean floor) imported into the US. The US market
for live fish has increased concurrently with the growth of the Asian community in the US.
An important advantage of tilapia as a cultured species is that it can be sold filleted, whole, as well as
live to another segment of the seafood market. Although the live market is smaller than the fillet
market, the potential is immense for organically-grown live tilapia. The live-fish market provides a
high return price for producers who can provide a quality product on a consistent basis. There are
about 25 million pounds of tilapia presently being produced in the US with almost all being sold to
live markets, of which nearly 1/3 are exported to Canada.
Seafood market consultants believe it is highly unlikely that the US producers will be able to meet the
future demands of the US market. Aquaculture will be the primary source for increased supply.
Though foreign sources for fresh tilapia fillets have development constraints, several countries
Page 14
continue to expand production. Barriers to competition from foreign producers include the availability
of sufficient clean water; foreign producers use of US-banned chemicals and drugs; and the potential
for water sources to become polluted. However, unless producers in the US develop production
methods competitive with production costs of foreign producers, the major supply of tilapia for the
expanded seafood market will continue to be imported.
Industry and Market Trends

Average per capita consumption of fish increased from 1980 to 1987, and has been fluctuating around
15 pounds per person since that time. Total quantity of seafood consumed in the US continues to grow
and substantial opportunities are available for increased sales of
seafood within the live-haul, and the frozen market segments.
Increases in total consumption will be supplied through aquaculture.
An increase in seafood (fish) consumption, as recommended by
health professional, to two meals per week could increase the annual
per capita consumption of fish to 26 pounds. This approximate 10pound per person per year increase in the US is equivalent to more
than 8 billion pounds of catfish or tilapia.
The US tilapia demand in 1995 was approximately 60 million
pounds, and was over 600 million lbs in 2007. Today, 95% of the
demand is being filled by importation of foreign products which are not subject to the same
regulations and control as that demanded of US products. This rapid growth may slow slightly;
however, the demand for locally grown products is expected to increase as consumers become
increasingly concerned about the safety and quality of their food.
There are other reasons for growth in the US tilapia market. First, tilapia is unique with its broad
appeal to restaurant trade and retail outlets (See Appendix for nutritional data). Second, there are
relatively large volumes of high quality tilapia available to be sold; and third, the tilapia market has
several distinct segments using vastly different product forms and price points. This diverse market
segmentation (live, whole fresh, whole frozen, gutted, frozen fillet, fresh fillet, and organically-grown
fish) is what makes tilapia a unique market and total consumption will continue to increase.
To put the tilapia market potential in perspective, total tilapia consumption is about 60% of annual
catfish consumption. The US catfish market has been developed, primarily, within the past 40 years
with a fish that has less market appeal than tilapia. With continued decline in supply of wild-caught
Page 15
fish, the tilapia market will expand due to increased demand for tilapia and the decreasing supply of
many competing fish. For example, the decline in supply of cod and flatfish has been approximately
200 million pounds, which is equivalent to more than 500 million pounds of live tilapia. The US
seafood market will require an additional 45 million pounds of fillets (equivalent to approximately
125 million pounds of live tilapia) each year just to meet demand due to population growth. An
increase of one pound per year in the per capita fish consumption in the US would be an increase in
demand of 800 million live-weight pounds.
Page 16
III. Products & Services

Why Tilapia? There are multiple advantages for selecting tilapia as the primary fish to be cultured.
Tilapia is mild-flavored and firm, yet delicate in taste and texture. Tilapia, more than any other fish, has
a unique and broad market appeal. In taste comparisons with catfish, tilapia has been the preferred fish.
In addition to the marketability of tilapia, there are the production advantages.
1. Tilapia can be grown in a very high-density environment,
2. maintains a rapid growth rate,
3. has low disease incidence, and
4. has the potential for significant genetic improvement.
5. Unlike most other fish species, fingerling tilapia are available throughout the year.
Other species have been suggested; however, none has the broad market appeal. Trout, salmon, and
catfish are other species commonly cultured market for these species is also not as broad as for
tilapia. Yellow perch, bluegills, and crappies have been considered as potential species the market
(although price can be high) is regional or has selected niches, and commercial production techniques
are not well developed. Hybrid striped bass are cultured under techniques similar to tilapia culture the
cost of production is higher and management is more complicated; the market is also more limited than
for tilapia. Seafood market projections indicate the combination of tilapia and catfish will comprise
approximately 70% of the total growth in seafood consumption in the US.
Plans for the proposed project are for entering both the frozen (whole and filet) and the live-fish (i.e.
tilapia) market. Optimal facility design adjacent to a composting facility for processing wastes, coupled
with the resources available in the community, will make production costs very competitive with other
producers of tilapia. In addition, because fresh products having limited shelf life, the company will
enjoy market advantages due to location close to the USA market. Additional net revenue of $0.5
million per year projected from the sale of worm castings from the composting process will be
significantly greater than the total fish feed costs.
Organic Plants & Herbs

The Appropriate Technology Transfer for Rural Areas (ATTRA) has determined that aquaponics yields
45 to 70 lbs of produce from plants for each one pound of fish produced, or in some systems from each
Page 17
cubic foot of fish tank volume. In this facility, O.F.O.C. Mexico Aquaculture/Greenhouse, fish
yield is designed to be 100,000 lb/yr; therefore, produce yield is projected to be 4.5 million to 7.0
million lbs/yr. ATTRA reports that each cubic foot of fish tanks will support two to four cubic feet of
plant bed growing area; with a bed depth of three inches, this would be 26,000 to 53,000 sq ft. This
proposed facility will have about
13,400 ft3 of water and 81,000 ft2 of
growing bed for a tank-to-growingbed ratio of 1:6. Organic produce
sells for two to three times the value
of non-organic produce. The average
retail price for organic produce was
$4.55/lb in Lubbock, TX in March
2008. The gross retail value of
organic produce from this facility is
projected to be $20 million to $32
million /yr. Even though the produce
from this facility will be organic, it
Hydroponic vegetable production www.seaburst.com
will be priced at one half the value of
organic produce in Lubbock. That value would reduce the wholesale gross to $10 million to $16
million/yr. If produce yields were only one half that reported by ATTRA, that would still be 20 to 35
lb/ft2. A wholesale value of one-half the retail price would still yield $5 million to $8 million/yr. Sales
of organic products in the four states region of Arizona, Colorado, New Mexico and Utah are projected
to be $5 billion in 2008 (Richman, 2008). The current supply of organic falls far short of the market
demand.
Organics represented only 2.5% of food sales in 2005 and are projected to reach 5 to 10% by 2010, an
increase of 344%.
Yields from greenhouses are typically far greater than from crop fields. For example, yields of
aquaponic basil, valued at $10/lb, were three times greater than were yields of field-grown basil;
whereas, the yield of okra was 18 times greater than field-grown (Diver, 2006). In a greenhouse in
Decatur, IL the company Archer, Daniel, Midland (ADM) produced 50 cucumbers per plant in a
greenhouse with CO2 supplementation compared with a yield of only nine cucumbers per plant without
CO2 supplementation (Blume, 2007). For this model, we assumed greenhouse production, due to
controlled conditions, closer spacing, and multiple crops per year, to be ten times greater in yield than a
Page 18
single crop from an outdoor field (Table 4). Enhancing concentration of CO2 removes CO2 from the
atmosphere and greatly increases production from plants. Based on data from ADM, as reported in
Blume, 2007, it is reasonable to expect a six-fold increase in greenhouse production when the
atmosphere is enriched with CO2 to 300%, of about 1,300 parts per million (ppm). Atmospheric levels
of CO2 today are about 340 ppm and are of great concern due to the impact on global warming.
Removing CO2 from the atmosphere by incorporating it into plants in greenhouses is both
environmentally and economically sound. ADM added about 1.7 lbs of CO2 for every 1,080 sq ft of
growing bed space 1 hr before sunrise and added an additional 1.3 lb/h throughout the daylight hours
within this same space. For the 81,000 square foot greenhouse designed for this aquaponics facility, the
CO2 requirements would be about 100 lb per hour of daylight. Were this CO2 produced locally in the
Orphan Community, it could be locally used, economically benefitting both the producer and the user.
Additionally, the region and the world would benefit environmentally by the CO2 sequestration of
greenhouse plants.
The aquaponics crop values provided in Table 4 are based on retail prices obtained in Lubbock, Texas
in April 2008 for non-organic and organic produce. For the financial model, wholesale prices at the
Mexico facility were assumed to be 25% of the retail price in Lubbock. On-site retail sales at the
Mexico facility were set at 50% of the retail price in Lubbock.
Page 19
Page 20
Chart projection details are:

1. Based on USDA data for open field crop production
2. Retail price for non-organic produce determined from grocery stores in Lubbock, TX during April 2008
3. Retail price for organic produce determined from grocery stores in Lubbock, TX during April 2008
4. Lbs/A based on USDA data for production from open field crops
5. Calculated lbs/ft2 based on lb/A divided by 43,200 ft2.
6. Calculated lbs/ft2 for greenhouses based on an expected ten-fold increase over production from a single
harvest of outdoor fields.
7. Calculated lbs/ft2 for greenhouses based on an expected six-fold yield over standard greenhouse yields, due
to atmospheric enrichment of CO2 during daylight hours.
8. Square feet of growing bed devoted to this crop in the proposed aquaponics facility.
9. Number of crops expected per year from the proposed aquaponics facility.
10. Annual yield per crop from the aquaponics facility.
11. Retail value of aquaponics produce if sold as non-organic.
12. Retail value of aquaponics produce if sold as organic.
Producing food, especially organic food, requires quality assurance for consumers. The import of food
into the US is estimated to be worth $75 billion in 2008 (Collins 2007, Nucci et al. 2008) and
constitutes 10 to 13% of the US diet. The well-known outbreaks of food-borne illnesses has prompted
recalls of several food items, including raspberries, green onions, cantaloupe, and spinach. Other recalls
have been triggered by contaminants including herbicides, pesticides, industrial chemicals and heavy
metals. Food imports have soared 50% within the past 5 years, while the number of food-import
inspections has dropped by 20%. American consumers are seeking locally-grown food as a health issue
and also as an environmental issue. Additionally, locally-grown food consumes only a small fraction of
the energy required for transportation of imported foods. With these concerns, O.F.O.C.-Mexico
Aquaculture/Greenhouse will be paying particular attention to standards of quality throughout its
growing and shipping process.
With the recall of beef, spinach, strawberries and other food items due to contamination and life
threatening public health issues, the US consumer is increasingly wary of food safety. The demand for
locally-grown produce, especially organic products, has prompted the increase in US farmers markets
from 1,755 in 1994 to about 5,000 in 2007. This desire for locally-grown organic food is the
consumers response to food contaminated by illegal herbicides, pesticides, environmental pollutants,
pathogenic organisms and questionable nutritional benefit. For example, in 2005 the US tomato market
was $27 billion (5.6 billion lbs) with $16 billion (3.6 billion lbs) of tomatoes actually produced by US
Page 21
farmers (USDA Economic Research Service 2006) and 1.1 billion pounds imported (Bureau of Census
2006). Most of these imported tomatoes came from Mexico and Canada, where they were picked green
and ripened with chemicals after delivery to markets. Produce and fruits picked green, to allow for
shipment to distant markets, do not have the flavor or nutritional quality of those allowed to ripen on
the plant. Additionally, many of the imported food items are shipped 1000s of miles, requiring a nonsustainable expenditure of fossil fuel for transportation. Locating the Orphan Community in Northern
Mexico will provide a distinct advantage in importing both fish and produce to the USA.
Purchasing agents for United Supermarkets of Lubbock, TX and Whole Foods, Inc. of Austin, TX have
indicated that the bulk of their produce is imported from Mexico under NAFTA provisions. Theop
Inslee, Tishomingo, OK, was producing high-quality chives for the US market, but switched to aquatic
plants for the ornamental nursery market due to the stiff competition from Mexico. Therefore, produce
identified in this business plan has been selected to meet household demand and to serve high-end
restaurants.
Producing and retailing food locally in Mexico will not only provide quality assurance for local
consumers, it provides economic and environmental benefits for the Orphan Community. Food
produced and purchased locally within the Orphan Community stimulates the self-sustaining economy
while also benefitting from the income from the regional and international sales.
Page 22
IV. Marketing Analysis & Plan

Market Size
The tilapia market in the US is growing very rapidly, as described above. The fastest growing portion
of tilapia sales is the fillet segment, which includes frozen and fresh fillets. Only selected countries
relatively close (Central and South America) to the US are able to export fresh tilapia fillets to the US.
The imports of fresh tilapia fillets in 2003 were valued at $100 million. Total tilapia sales in the US are
expected to be over 600 million pounds per year in 2008, of which only about 5% of the tilapia is
produced in the US. These total sales include fillets, live fish, whole fish, and gutted fish. The
O.F.O.C. Mexico Aquaculture/Greenhouse project will sell to customers in Mexico; however
primary focus will be on the production of fish for the US market as sales are expected to be greater in
the USA market.
Our Target Market

The companys target export market is Colorado and Texas, with special emphasis on the cities with
easy freeway access including Denver, and secondarily Dallas and Fort Worth. In 2000, the combined
populations of the metropolitan areas of these three cities totaled nearly 8 million. Prior relationships
with customers in these areas will lead to greater efficiency in obtaining market contracts for our
products. At the US average per capita consumption of 15 lbs of seafood per year, the 8 million
consumers would require 120 million lbs. of seafood per year. The 100,000 lbs of fish produced in this
proposed facility would yield only 0.08% of the market demand. The Asian population within the
Denver metropolitan statistical area (MSA) is about 3%, or over 78,000. The per capita consumption of
fish is far higher for Asians (57 lb/person) than for other US citizens (15 lb/person). The 120,000 lbs. of
fish projected for production in the Mexico facility represents a small percent of the market demands of
even the Asian-Americans living within the Denver metropolitan area. Therefore, there is a potential
for market growth.
Competition and Market Share

The live-fish tilapia market will have limited direct competition in Texas and Colorado from US
producers. The frozen tilapia whole and fillet market has competition only from other imported fillets.
The imported products are primarily from three areas: Ecuador, Costa Rica and Honduras. The
company, with its cause marketing of the humanitarian project, will have pricing higher than that of
Page 23
other imported products, but commensurate with the high quality of a live, fresh fish. Imported fresh
tilapia fillets for the Colorado and Texas markets are primarily shipped to Florida and then distributed
by truck from Florida. O.F.O.C. Mexico Aquaculture/Greenhouse will import directly into Texas.
The frozen tilapia fillet market is lower in price and has competition from China, Thailand, Indonesia,
and others. Even the best of imported fresh or frozen fish cannot compete with assurance of quality in
the live product.
Marketing Strategy
In addition to the overall company management, a Marketing Manager will be hired. The Marketing
Manager will focus primarily on the Colorado and Texas markets, with secondary focus on regional
distribution. Because of the existing contacts of our advisors at Colorado Aquaculture, Inc. in Colorado
we will have access to market share through their wholesale distribution channel. Additionally,
Colorado Aquaculture, Inc. had a production and distribution facility in Colorado and therefore their
name recognition is still valuable.
The community businesses (aquaculture, greenhouse, and
others) will explore development of strategic alliances with
producers and distributors of other food products. For
example, because of the high quality of products both live,
organic fish and organic produce an alliance with others to
jointly promote the health benefits of organic products could
be developed. The customers for other organic products would
also be likely customers for our product and vice versa. Other
health-oriented food companies would also be likely natural
partners.
A tag line for the product will be market-tested focusing
attention on the fact that the tilapia are raised in the Orphan
Community. Examples of possible tag lines are: Feeding orphans while feeding your family or All
profits help to provide homes and families for orphans.
Page 24
V.
Operational Plan
Production System
Aquaculture Process Development History
The innovative development of the O.F.O.C. - Mexico Aquaculture/Greenhouse facility incorporates
technology developed by the existing aquaculture operations in the San Luis Valley in southern
Colorado. Therefore, a brief development history will help to explain the choice to use their
technology.
Tilapia was chosen as the primary species to produce in conjunction with the algae-water treatment
process because:
1. tilapia is a freshwater fish well adapted for intensive culture
2. tilapia is market-priced higher than catfish
3. tilapia naturally consume algae as a food source.
Research has shown that very high quality tilapia can be produced by allowing them to feed on algae
used for water treatment; algae can be used as a food supplement for tilapia. The optimum-production
system concept (to enable favorable cost-of-production competition with other producers) combines a
plant production system and an intensive indoor system and solar energy, and the integrated
byproducts. This optimum-production system offers distinct advantages over conventional monoculture
in ponds:
1. Algae and plants for treatment of waste, allowing for operation with low discharge of
wastewater resulting in reduced water consumption;
2. Use of algae as a supplement to commercial feed for improved health and nutritional
quality of fish which is passed on to consumers;
3. Very close control of environmental factors in final fish-production tanks;
4. Reduced labor costs associated with production in intensive tanks.
Wastewater produced within the intensive system will be treated in an algae-and-plant system,
providing nutrients for algal growth and locally grown produce. The treated water will then be returned
to the intensive system, significantly reducing the water consumption and bringing algae to the fish for
Page 25
reducing feed requirements. The solid waste collected in a settling pond will be used to add organic
matter and water to the composting process.
Proposed Aquaculture Facility

The proposed O.F.O.C. Mexico Aquaculture/Greenhouse project will investigate the possibility of
obtaining property in Mexico with a geothermal well. This would reduce costs of current state-of-theart production and development as much as 60-80% by relying on geothermal water and the direct
capture of solar energy for heat. Additional savings will be achieved by integrating waste streams into
production of marketable items including worms, worm castings, fish emulsion, and organic produce in
the community greenhouse. The following section: Production Plan details how this will be
accomplished. The proposed facility will cover 2.8 acres, with 1.9 acres of plant bed growing area. The
facility has been sized to be heated by direct solar energy and a
geothermal water flow of 50 gallons per minute. The building will be
a double-membrane, 175-ft wide greenhouse with an opaque cover
and insulation over the first 100 ft containing the fish, worms, and
emulsion production and processing operations. The greenhouse area
for plants will be divided into three 200-ft long sections for a total
length of 600 ft. A fourth plant production bed will be outside the greenhouse and will be available
during the 90- day growing period. The fish processing, freezing and packaging facility will be located
adjacent to the section of the building with the fish tanks.
In the event that it is not possible to obtain a geothermal well, the financial and production numbers
will need to be altered accordingly.
Production Plan
The proposed initial facility will include four tank-production-units with each tank containing
approximately 25,000 gallons of water. Each tank will have a separate water system feeding into a
settling basin. The proposed system will have special oxygen-dissolving units built as an integral part
of the design. Water temperatures will be maintained with the by-product heat from oxygen generation,
the geothermal water, and direct solar gain. A monitoring system will control water temperature and
oxygen concentration in each production tank. The four tanks will be connected to a common transfer
channel leading to a purging and loading facility.
Page 26
The major components of the tilapia production modules include:

Four 25,000 gallon fiberglass tanks;
Two (2) water pumps for circulating water;
Two (2) down-hole oxygen-dissolver units;
Four (4) settling basins for settling solid waste from water;
Four (4) hydroponic systems for removal of ammonia;
Two (2) pumping basins for the water circulating pumps;
There will be a common system for all modules that includes:

A fish transfer channel connected to each tank;
A fiberglass tank system for purging fish and loading
An oxygen generation system
A settling pond for collecting solid waste from water; and high-rate algal production ponds.
A backup liquid oxygen system; and
A backup electrical generator and transfer switch.
Potential capability of the proposed system has been demonstrated at the MinAqua Fisheries facility,
which has been in operation since 1997. The six-tank production design used for MinAqua fisheries is
very similar to that proposed for this project. One difference is an improvement in the water flow
system which reduces the required electrical motor horsepower from 80 hp down to 10 hp. This
reduction in required horsepower will significantly reduce the electrical cost for producing fish. Tanks
at O.F.O.C. Mexico Aquaculture/Greenhouse will contain a lower density of fish than the tanks
used at MinAqua Fisheries, allowing more space for the fish, for increased production capacity, and to
provide a larger volume for thermal buffering and heat storage.
MinAqua Fisheries has been able to routinely feed the fish in a single tank up to 1,200 pounds of feed
per day for sustained periods of time. With a feed conversion ratio of 1.8 pounds of feed for 1.0 pounds
of fish growth, this daily feed quantity translated to 666 pounds of fish growth per day. This established
performance demonstrates that the very conservative potential production capacity of the O.F.O.C.
Mexico Aquaculture system design is 25,000 pounds of fish production annually per tank. The ability
to attain top production depends upon the management techniques of the entire system, including
removal of nitrogenous compounds through the plant-production system.
Page 27
Risk Management
There are risks associated with all business ventures. Recognizing potential risks and taking steps to
anticipate and minimize them is a basic element of strong management. It must be recognized that this
venture is essentially a cash-based operation because the products are short-lived consumables. The
company will explore the idea of insurance which may lessen the risk associated with short-lived
consumable products.
Meeting Sales Projection

Market acceptance of products in the quantities projected in the financial analysis is a fundamental risk.
The risk of meeting sales projections will be minimized by 1) making conservative estimates and 2) by
establishing a relationship with primary fish distributors in Colorado and Texas for the marketing of
fish imported into Texas. The contacts already established by Colorado Aquaculture, Inc. will be of
great value in this regard.
Availability of Tilapia for Stocking
Having fingerlings available on a timely schedule is important. Colorado Gators, Inc., as well as
Trinidad State Junior College, both have fingerling production within southern Colorado and are
sources to provide the fingerlings as needed. As a backup, additional fingerling tilapia can be purchased
from other producers outside of Colorado, although at a higher price. An on-site hatchery would be
both easy and economical to set up at the aquaculture facility.
Fish Mortality
The mortality of tilapia caused from environmental factors or disease is a risk. Our experience has been
that if environmental factors are managed properly, disease is of low risk for tilapia production. The
primary environmental factors of high importance are: oxygen, water temperature, water quality, and
feed quality. Having been considered in the system design, very close control will be maintained over
each factor. Also, the design of the algae water treatment process discussed earlier has been excellent
for reducing incidence of several tilapia diseases. We believe this is related to the effective treatment of
disease vectors by the ultraviolet radiation from the sun. The intensive-production tanks will benefit
from this through continual water exchange between the production systems. The production of algae,
bacteria, and fungi in the system provides a food source rich in probiotics and stimulates the immune
system of tilapia.
Page 28
Production System Component Failures

System operation and management are very important; proper system design is of highest importance.
Of nearly equal importance is the operators full understanding of how to manage the system at
optimum performance. Personnel training and written system instructions will be a hallmark of all
operations. The proposed facility is very similar to another successful intensive tilapia production
system designed by Erwin Young (See Appendix for resume). The key is to design a system that
includes independent, redundant critical elements. The grow-out production farm will have a stand-by
electric generator set to start automatically in the event of power failure. Critical pump and piping
systems are to be installed in duplicate and independently of each other. All intensive-production tanks
will have an emergency oxygen supply, which is the third
layer of backup that will activate in the unlikely event that
the primary electric power and the generator both fail and
both water pump systems fail. The computerized
monitoring and alarm system will continuously monitor
and control water temperature and oxygen concentrations.
The redundant monitoring system will also notify
operators of any significant changes in the system as well
as notifying monitors in the O.F.O.C. headquarters.
Lessons Learned From Inadequate Risk Management

Management of the above factors is very important to the success of the business. As in any industry,
there are those who enter and those who exit. Failing to adequately address only one of the above key
factors has been the direct cause of the demise of several tilapia production facilities.
Heat source is a fundamental requirement for successfully raising tilapia in North America several
companies in Florida experienced major losses of tilapia during the winter of 2000-2001. One such
company, HydroMentia (Ocala, Florida), lost its entire crop of tilapia due to unusually cold water
temperatures. In November 2000, Gary Myers was hired as a consultant to HydroMentia. After
inspecting their operation and recognizing several fundamental problems, Mr. Myers confirmed
HydroMentias decision to abandon the tilapia market and to focus on striped bass.
Simmeron Fisheries (Texas) lost tilapia in their outdoor ponds due to the cold temperatures in the Fall
of 2000. Several of the shrimp farms in Texas also lost stock during this cold spell. Colorado
Page 29
Aquaculture, Inc. and partners lost 80% of its tilapia in the late 1990s in Mexico about 150 miles south
of Brownsville, TX due to a cold spell.
Aquaculture Technologies (North Dakota) closed their business and exited the tilapia market because of
mechanical failure (in 2000), combined with a design that had an inadequate system to backup the
oxygen supply. This facility also represented a production system with a design of less than optimum
cost-of-production.
Management of production risks usually is made possible through useful resources and a facility design
that enables adequate risk management. For example, large ponds may produce low-cost fish during the
summer; however, if growth stops or the fish die during the winter, the true cost of production increases
dramatically. Poor facility design is the reason most tilapia production businesses fail. Optimum control
of feed quantities, water temperature, oxygen concentration, fish ammonia waste, carbon dioxide
concentration, and fish solid waste removal are of utmost importance. Optimum control refers to the
fact that all of these factors are considered at one time.
The facility contemplated at the O.F.O.C. Mexico Aquaculture/Greenhouse plant has been
designed to take all of the above factors into consideration and has integrated them into the most
efficient system possible. The use of solar and geothermal energy allows for a design with a minimum
of electro-mechanical devices prone to failure.
A Time-tested Design is Improved

We emphasize that the design for the O.F.O.C. Mexico Aquaculture/Greenhouse facility is not
new. The prototype for the proposed four-tank system was originally designed by Erwin Young and
exists today at Colorado Gators, Inc.; components were also formerly located in the heated effluent of
an electric power plant in Lamar, CO. The plant production portion of the system has been operating
successfully at Colorado Gators, Inc. since 1993. Mr. Young has now advanced the state-of-the-art for
the proposed O.F.O.C. Mexico Aquaculture/Greenhouse project with design improvements that
reduce the required electrical power for pumping water and also significantly increases water
circulation. His assistance as the primary aquaculture consultant/advisor will be valuable
Initial Objectives
As with any new business, it is necessary to establish initial goals and objectives. The major objectives
for O.F.O.C. Mexico Aquaculture/Greenhouse during the next 5 years are:
Page 30
1. Fund start-up costs of Company with capital from investors, favorable bank financing, or grants.
2. Construct buildings at the site for a first-class aquaculture and hydroponic facility (aquaponics).
Construct four high-intensive production fish tanks as a key part of the aquaponics unit, with
each aquaponic unit containing ten 3000 ft2 growing beds. Total facilities will be restricted in
design to produce 120,000 pounds of live fish weight each year.
3. Develop an efficient, cost-effective distribution system for delivery of products to the primary
markets in Texas, and secondary markets in Colorado.
4. Develop a loyal clientele to include community residents and local businesses, as well as highend restaurants and markets.
5. Provide for a working capital base to cover the estimated $.8 million operational requirements
during year one. Achieve increasing annual net cash flows until the after-income tax cash flow
of the company stabilizes at a level in excess of $.5 million by the end of year five.
Page 31
VI. Management and Organization

The parent organization, Our Family Orphan Communities, Inc., is guided by a board of directors and a
management staff with years of experience in management, international finance, social service,
adoption, counseling and more.
Each host country Community will begin with the establishment of a local legal business organization
owned (to the legal extent allowable by host country investment laws) by O.F.O.C. The local host
country organization, e.g. O.F.O.C.-Mexico will be guided by a local board of directors which will
include members of the parent organization board of directors.
The host country board of directors will establish committees as needed for selection of management of
the Community and its businesses.
Professional and Advisory Support

Support for the Community will include:
Board of directors (including directors from the O.F.O.C. parent organization)
Management advisory board (primarily host country experts as needed to support the
Community)
Attorney
Accountant
Insurance agent
Banker
Consultant or consultants (including business specialists and management guidance)
Mentors and key advisors (support for the business and the trainees as needed)
Chief Executive Officer

An individual with both management and fish production experience, or, alternately, experience in
greenhouse hydroponic production will be sought as the Chief Executive Officer; the CEO will be
responsible for primary management control of all company operations. An individual with more
than 10 years experience in intensive tilapia production and system design will be sought by
O.F.O.C. Mexico Aquaculture/Greenhouse to form the company and to implement this plan.
Page 32
Labor Force
A strong management team is essential to any business. In addition to Production Management,
there will be a Marketing Manager, Aquaculture Production Technicians, and maintenance
personnel. The full labor force is projected to be 30 FTE (full-time equivalents).
Number of Employees
The anticipated annual payroll will be about $xxx,xxx initially, growing to $xxx,xxx in the second
year and to $xxx,xxx by the fifth year. Salaries will vary with skill and education level required.
The average annual base salary for the planned 30 employees is $xx,xxx.
Educational Opportunities
Interns from local colleges may be available to fill some of the aquaculture and hydroponic
positions.
Page 33
VII. Startup Expenses and Capitalization

The startup expenses, development and infrastructure costs for this aquaculture business plan are shared
with the other Community Businesses as well as the Childcare Project homes and grounds as all are
integrated in the Community footprint.
Adjustment of costs will be made for the Mexico property that we acquire.
We also anticipate that, due to the charitable nature and purpose of the organization, O.F.O.C. and
O.F.O.C.-Mexico will receive donations of some of the equipment needed from manufacturers and/or
donors. This will help to offset costs shown in the financials and to increase profitability.
The startup capital for Aquaculture/Greenhouse project will be $3.1 million. The capital requirement
will be allocated as shown below.
Table 1. CAPITAL INVESTMENT & PROJECT DEVELOPMENT
Revenue Source
Fish Operations
- Excavation
Fish Operations Capital Investment
Worm Castings Operation
- Excavation
Worm Castings Capital Investment
Packing, freezing & Shipping Operation
- Excavation
Distribution Operations Vehicles
Total CAPITAL INVESTMENT
Investment($)
$10,000
$500,000
$160,000
$670,000
$10,000
$310,000
$10,000
$330,000
$10,000
$30,000
$10,000
$50,000
$50,000
$3,130,000
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The funding for the company will require a total of $3.8 million in capital. Table 8 below is a summary
of scheduled allocation of capital. The $690,000 in operating capital will be used to cover the budgeted
operating losses during the startup period of the company and to provide for a contingency fund. The
actual construction cost will be $3.1 million.
Table 7. Facility and working capital requirements.
System component
Four fish production tanks + piping & channels
Water circulation pumps
7000 x 24 = pipe
Fiberglass-channels/treatment
Rolling screen (micro-screen) x 2
Oxygen dissolving system
PSA Oxygen generator system (45-50 lb/h)
Stand-by electric generator
Excavation and area preparation
Miscellaneous equipment
Worm casting production and worm stock
Building construction
Working Capital
Total Development Cost
Cost
$100,000.
$8,000.
$20,000.
$10,000.
$30,000. for 2
$12,000. for 2
$45,000.
$15,000.
$100,000.
$5,000.
$6,000. (200 lb @ $30/lb)
$20/ft2
$690,000. for the 1 st yr of operation
$3,800,000.
The initial funds for construction, equipment and operating capital will be used during the first 6-8
months of the project development.
Page 35
VIII. Financial Plan

The financial plan consists of a 12-month profit and loss projection, a four-year profit and loss
projection (optional), a cash-flow projection, a projected balance sheet, and a break-even calculation.
Together they constitute a reasonable estimate of the financial contribution of this business to the future
of the Community Businesses Project.
.
Page 36
Aquaponics Projected Profit and Loss Statements
Page 37
Aquaponics Projected Balance Sheet Statements.
Balance Sheets
A. Assets
1. Shor t T erm
Cash
Product Inventory
Fish Inventory
Fish Emulsion
Worm Castings
Crop Inventory
Year 1
Year 2
Year 3
Year 4
Year 5
$81,170
$200,270
$200,270
$388,850
$497,690
$75,770
$1,550
$41,200
$774,000
$78,220
$1,600
$43,260
$580,500
$80,570
$1,650
$43,780
$596,250
$83,110
$1,700
$45,090
$614,160
$88,000
$1,760
$47,380
$632,700
Facilities
Equipment
Vehicles
$2,778,750
$172,440
$44,960
$2,636,250
$154,320
$154,320
$2,493,750
$136,200
$24,800
$2,351,250
$118,080
$14,720
$2,208,750
$99,960
$4,640
Total Assets
$3,969,840
$3,848,740
$3,577,270
$3,616,960
$3,580,880
$23,770
$24,480
$25,230
$25,980
$26,780
$648,230
$381,580
$78,770
$0
$0
Capital Loan
Balance
$2,999,730
$2,925,680
$2,845,500
$2,758,690
$2,664,660
Total Liabilities
$3,671,730
$3,331,740
$2,949,500
$2,784,670
$2,691,440
$298,110
$517,000
$627,770
$832,290
$889,440
2. Long Term
B. Liabilities
1. Feder al
Employment
Taxes Due
2. Line of Credit
Loan Balance
3. Long Term
C. Equity
Page 38
IX. Appendices
Support materials for this project:
Sizing the aquaculture/greenhouse facility
Footprint
References and Journal articles
Blueprints and plans (to be added)
Maps and photos of location (to be added)
Magazine or other articles
Detailed lists of equipment needed (to be added)
Copies of leases and contracts (to be added)
Letters of support (to be added)
Wages in Mexico
Resume of Erwin Young-aquaculture/greenhouse consultant
Page 39
Calculations for sizing the Aquaculture/Greenhouse facility

(Note: the following is calculated for a facility in the San Luis Valley of Colorado. It is included here as an
example of how the calculations will be made when the O.F.O.C.-Aquaculture/Greenhouse project has
acquired land in Mexico for the project. The summer climate in the valley is similar to much of the
northern Mexico climate. While the acquired property in Mexico may not have a geothermal well, due to
the climate, it is expected that the well water will be at least 50 degrees, if not warmer.)
An aquaculture production facility integrated into a plant production facility within the San Luis Valley
would result in both local and exportable products, as well as jobs and taxes. According to the
Governors Energy Office, Colorado has 59 hot springs and 34 geothermal wells, most of which are in
the San Luis Valley. There are currently at least eight aquaculture locations in the San Luis Valley and
some have been existence for over 50 years. Some of these aquaculture operations use geothermal
water for warm water fish and also use the heat within greenhouses. A water flow of 50 gpm, or 72,000
gpd, could support production of 20,000 lb/wk of fish.
Aquaculture operations in other locations are recycling and reusing water to produce commercial
quantities of fish. For example, a commercial operation in Minnesota produces 40,000 lb of tilapia per
week from a flow of 150,000 gpd. In Virginia a flow of 150 gpm or 216,000 gpd supports production of
60,000 lb of tilapia per week. These two facilities employ mechanical and biological filters to
recondition the water, rendering it suitable for reuse. Colorado Gators in the San Luis Valley uses a
flow of 200 gpm of 87 F geothermal water to produce tilapia, and to heat greenhouses for both reptiles
and plants.
The aquaculture proposed in this business plan for the San Luis Valley is based on an expected flow of
50 gpm of geothermal, 87F water. This quantity of water, coupled with the capture of direct solar
energy, would provide heating for a 122,500 ft2 (175 x 700 ft) building containing both fish and plants.
Combination of aquaculture and hydroponic operations in a facility provides the opportunity to use the
fish effluent for plant production, while the plants serve as a filtration system for the recycled water.
The Inslee Fish Farm in Oklahoma employs 3000 ft2 of hydroponic space to treat one tenth of the water
in a closed system producing 1200 lb of fish per year. Based on this ratio, 5000 ft2 of plants would be
required to treat the water for production of 2000 lb of fish. Annual fish production of 2000 lb/wk
would require 250,000 ft2 (5000 x 50) of space for plant growth. Facilities using plants, or
hydroponics, as part of their filtration system have been able to produce about 33 lbs of plants for each
1 lb of fish.
Mechanical filtration would be used to remove 90% of the waste as solids and the plants would be used
to remove the remaining 10%, principally the dissolved waste. The principal dissolved waste is
Page 40
ammonia (NH3) and its microbial degradation products, ammonium nitrite (NH4-NO2) and ammonium
nitrate (NH4-NO3). These nitrogenous compounds are the input components (fertilizers), the food for
plants.
The size of the aquaculture and hydroponics facility is a function of the thermal energy available.
Assuming 50 gpm at 87F inflow, with a minimum temperature of 70F, yields a T of 17 F. For
design purposes, a low outside temperature of -25 F will be used. This is based on the average low
temperature for the day, not the extreme low that usually lasts just a portion of the day. The portion of
the facility with fish will be 14,000 ft2 (175 wide x 80 long and 50 high); three walls and the ceiling
will be insulated with R-10 or better material.
Geothermal Heat
The heat in water (calculated at 50 gpm x 8lb/gal x 1440 min/day x 17F T) is 9,792,000 BTU/day.
This energy is flowing into the facility daily and does not include energy stored in water that could drop
T of 10F, or from 80F to 70F at night.
Four fish tanks, 33 ft in diameter x 5 ft deep and holding about 25,000 gal each, will contain 100,000
gal of water. Allowing this water to drop from 80F to 70F during the night provides 8,000,000
(100,000 gal x 8 #/gal x 10F T) of thermal reserve. In a worst-case scenario, the inside air
temperature could drop to 50 with an outside temperature of -25F. The hydroponic portion of the
greenhouse would provide additional thermal buffering.
The temperature control is very critical for both fish and plants, but especially so for tropical fish such
as tilapia.
Solar Energy
The south-facing wall of the greenhouse will gain 150 BTUs/ft2 per hour per degree of T for about 6
hr/day during winter. The greenhouse with a double layer of plastic or glass will have a solar
transmission of about 80%. Single layer glass or plastic has an insulation value of about R 0.5, a heat
transmission value of U=1/R, or U=2, and loses about 2 BTUs/ft2 per hour per degree of T.
Therefore, a double-layer greenhouse is far more energy efficient than is a single-layer greenhouse. A
double layer of glass or plastic has an R value of 2, a U value of 0.5, and loses about 0.5 BTUs/ft2 per
hour per degree of T.
Page 41
In the San Luis Valley, the east and west walls transmitting 80% of the solar energy are calculated to
gain 0.80 x 150 BTUs/ft2 per hour for 3 hr/day. The south wall will gain 0.80 x 150 BTUs/ft2 per hour
for 6 hr/day.
The first hydroponic area will be contained in three sections inside the greenhouse and the fourth
section outdoors. The first hydroponic section will be sized to maintain a minimum inside temperature
of 50F. The second section will have a minimum temperature of 40F; the third will have a minimum
temperature of 30F and the fourth section will be at ambient outdoor temperature.
The first hydroponic section (175 W x 200 L x 50 H ft) will have a daytime solar gain of 7,290,000
BTUs [150 BTUs/ft2/hr x 0.81 (transmission factor) x 50 ft high x 200 ft long x 6 hr/day]. Heat loss
during the 6-hr day will be [262.5 ft (distance across the roof area) x 200 ft long x 0.5 U x 60F T x 6
hr]or 9,450,000 BTU. At night, the minimum inside temperature is expected to be 50F and the average
temperature outside is expected to be -10F, for a T of 60F. Curtains of R-10 material will be placed
at night along the walls and at the ceiling of the greenhouse. The ceiling width within the arched
structure will be 160 ft and the side walls 12 ft each; therefore, the surface area of irradiating heat will
be 200 ft (long) x 184 ft (ceiling and walls) or 36,800 sq ft. The heat loss (area in sq ft x U BTUs/sq ft
per T F x time in hr) or (36,800 x 0.1 x 60 x 18) is 3,974,400 BTUs. With R-10 insulating curtains,
then U = 0.1. Section one of the hydroponics area will contain 20,000 gal of water. Allowing this water
to drop 10F, from 70F to 60F, provides a thermal buffer of 1,600,000 BTUs (20,000 gal x 8 lb/gal x
10F T). Section one of the hydroponic area will have the following:
Section two of the hydroponic area will be the same size and have the same solar heat gain as section
one, +7,290,000 BTUs. The heat loss in Section Two will be less than in Section One because the Ts
will be less. In section one, the T was 60F; in section two, T is 50F. Therefore, heat loss during a
winter day in section two will be 7,875,000 BTUs [9,450,000 BTUs x (50/60)]. Nighttime loss will be
3,312,000 BTUs [3,974,000 BTUs x (50/60)]. For Section Two, the heat budget is as follows:
Page 42
For Section Three of the hydroponic area, the solar heat gain will be the same as in Sections One and
Two 7,290,000 BTUs, plus the solar heat gain 2,520,000 BTUs, from the south wall (3,500 ft2 x 0.8
transmission factor x 150 BTUs/ft2 x 6 hr/day). Loss during the 6-hr day will be 4,788,000 BTUs
(9,450,000 BTUs x 30/60) plus the south wall heat loss of 63,000BTU (south wall 6-hr daytime heat
loss is 3500 sq ft x 0.5 x 30 x 6 hr/day = 63,000 BTU). During the 18-hr night, heat loss will be
1,987,200 BTUs (3,974,000 BTUs x 30/60) plus the south wall loss of 3500 x 0.1 x 30 x18 hr/night.
For Section Three, the heat budget is as follows:
Heat added to the system from the geothermal flow of 87F water with a T of 17F is 9,792,000
BTUs. Therefore, the heat budget for the entire facility is as follows:
The heat surplus is heat in storage and can only be withdrawn one time before being restored. The heat
surplus provides a thermal buffer to stabilize temperature in times of low temperature or on cloudy
days.
Plant-growing beds are to be 180 ft long x 140 ft wide x 4 inches deep (1/3 ft ) with an area of 8,400 ft2
per bed and with water weighing 62.4 lb/ft3 contain 524,160 lbs of water per bed or for the three beds,
Page 43
1,572,480 lbs of water. The water in the fish tanks, 100,000 gal (25,000 gal x 4) or 800,000 lbs, plus the
water in the hydroponic units (1,572,480 lbs) will contain 23,724,800 BTUs (2,372,480 lbs x 10F T)
of reserve heat to sustain operations through a cloudy day.
Page 44
Community Footprint Example

In Hundreds of Feet
1
10
11
12
13
14
13
12
11
Water Acquisition
and Filtering
Aqua A
Culture
Facility
Solar Power
Acquisition &
Distribution
Hog/Pig
Facility
Green
House
Dairy Cow
Facility
Telecommunication
Back
Yard
Home
Home
Back
Yard
Home
Back
Yard
Back
Yard
Home
Back
Yard
Home
Home
Storage
Back
Yard
Home
Soccer
Field
Home
Back
Yard
5
4
Community Farm
5 Acres
of
Single Crop
e.g. Potatoes
Solar
Oven
Back
Yard
Children's
Playground
Home
Back
Yard
Basket
Ball
Home
Bio-Gas
Processing
Road
Back
Yard
10
Storage
Eco-Machine
Waste Treatment
Facility
Community Farm
5 Acres
of
Other Crops
Bakery,
butcher, retail,Training-Offices-Clinic
and other businesses
Micro Business-Skills
1
The minimum land needed for the Community (as diagramed with space between the ten
homes) is a total of 1300 ft x 1400 ft. or 42 acres (17 hectares). This is the minimum area
needed for businesses, crops and livestock in order to be economically self-sufficient.
It does not include land for the Economic Engine (EE) which would require more land and
provide for the cost of Community
construction, jobs, operating a superior clinic and additional
www.orphancommunities.org
skills/education. programs.
info@orphancommunities.org
Page 45
REFERENCES
1.
2.0 Hydroponics the solution to the food problem. www.androidpubs.com/Chap02.htm
2.
Adam, K, R. Balasubrahmanyam, and H. Born. 1999. Direct marketing-Business management
series. Appropriate Technology Transfer for Rural Areas National Sustainable Agriculture Information
Service. www.attra.ncat.org.
3.
Adam, K.L. 2005. Herbs: organic greenhouse production. Appropriate Technology Transfer for
Rural Areas National Sustainable Agriculture Information Service. www.attra.ncat.org.
4.
American Tilapia Association. 2005. Tilapia biologist wins World Food Prize June 2005.
Http://cals.arizona.edu/asaqua/ata.html
5.
Blume, D. 2007. Alcohol can be a gas. The International Institute for Ecological Agriculture. Santa
Cruz, CA.
6.
Bosecker, R.R. (Administrator). Statistical Highlights 2005-2006 of US Agriculture. US Department
of Agriculture Statistical bulletin 1006.
7.
Diver, S. and L. Greer. 2000. Sustainable small-scale nursery production horticulture systems
guide. Appropriate Technology Transfer for Rural Areas National Sustainable Agriculture Information
Service. www.attra.ncat.org
8.
Economic and Social Department, FAO. 2007. Fish and fishery products. Food Outlook and
Global market Analysis, November 2007. http://www.fao.org/docrep/010/ah876e/ah876e10.htm
9.
Elk River Public Utility District. 2008. Residential energy cost comparison.
http://www.erpud.com/comparison.htm
10.
Ginger. 2008. Wikipedia. http://en.wikipedia.org/wiki/Ginger
11.
Gunner, A., M. Sweeney, and G. Geldart. 1997. Brussel sprouts for processing, Frasier Valley,
Spring 1997. Planning for Profit. British Columbia Ministry of Agriculture and Food.
12.
Haley, M.M. (Coordinator). USDA Economic Research Service. April 2007: Livestock, Dairy, &
Poultry Outlook/LDP-M-154/April 18, 2007.
13.
Hickman, G. and M. Canevari. No date. Fava beans. Family Farm Series, Small Farm Center,
University of California, Davis, CA 95616.
14.
Josupeit, H. 2007. Tilapia production booming. INFOFISH Tilapia Conference, Kuala Lampur,
August 2007. http://www.thefishsite.com/articles/331/world-tilapia-trade.
15.
Ledbetter, K. 2005. From pumpkins to melons vegetable conference addresses technology, safety.
Amarillo Globe News, January 16, 2005.
16.
Maulsby, D. 2003. How to improve profitability through season extension. Talking Shop:
Wisconsin. Upper Midwest Organic conference, Feb. 21- Mar. 1 2003.
Page 46
17.
Mayberry, K.S. 2000. Sample cost to establish and produce cauliflower, Imperial County 2000.US
Cooperative Extension Imperial County Vegetable Crops Guidelines Aug. 2000.
18.
Morita, N. 2007. Hawaii ginger root. NASS, USDA Hawaii Field Office, and Hawaii Department of
Agriculture. November 21, 2007.
19. Nucci, M.L., et al. 2008. The US food import system: issues, processes and proposals. Food Policy
Institute, New Jersey Ag. Exp. Station, Rutgers University. New Brunswick, NJ.
20.
Richman, N. and K. Pepinsky. 2008. The organic market in the Four corners states: opportunities
for growth. www.swmarketingnetwork.org.
21.
Schmit, J. 2007. US food imports outrun FDA resources. USA Today, March 18, 2007.
http://www.usatoday.com/money/industries/food/2007-03-18-food-safety-usat N.htm
22.
University of Kentucky Cooperative Extension Service. 2004. Specialty melons. University of
Kentucky. College of Agriculture.
23.
US Department of Commerce. 2006. Current Fisheries Statistics No. 2006-2. Imports and exports
of fishery products annual summary, 2006.
24. USDA Economic Research Service. Updated March 7, 2006. Newsroom, Background statistics.
http://www.ers.usda.gov/News/tomatocoverage.htm.
Page 47
Page 48
Page 49
Resume
Erwin Young
9162 County Road 9 North
Mosca, CO 81146
719-378-2612
gator.farm@yahoo.com
Current Activates:
Co-owner of Colorado Gators, Inc.
Private consulting in aquaculture, ecology, renewable energy and sustainable resources
Previous Experience:
Erwin Young has been a fish farmer for 40 years. He has designed, manufactured, and built steel
buildings and industrial plants for 30 years. Mr. Young has worked to incorporate solar energy
production into projects, as well as, retrofitting solar applications from 1975 to 1995 (over 2,000
installations, primarily in late 1970s to mid 1980s). His special abilities include intensive aquaculture
production, transport, and market; structural design and fabrication; heat transfer and storage; and solar
energy (thermal).
Education:
BS in engineering physics from Texas Tech University.
Personal:
Born into a Texas farm family, Erwin, now 65, has been a fish farmer for 40 years.
Page 50
Page 51
Page 52

Aqua Green BP

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Community

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Our Family Orphan Communities

Our Family Orphan Communities, Inc.

This document contains

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Names in alphabetical order:

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

General Industry Description ..........................................................................................13

Products and Services .....................................................................................................13

Marketing Plan ...............................................................................................................23

Operational Plan .............................................................................................................25

Management and Organization........................................................................................25

Startup Expenses and Capitalization................................................................................34

VIII. Financial Plan.................................................................................................................36

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Fish production at 100, 75, 50 and 35% of full capacity. A

Revenue at $3/lb (live weight) from fish sales at 100%, 75%,

low-risk level of 50% of maximum capacity has been chosen

50%, and 35%. A low risk level of 50% of maximum capacity

for the financial model.

has been chosen

Revenue from sale of organic crops, at $.56/lb and at 100%

of system capacity. The low-risk level 50% of maximum

available capacities of 100%, 80%, 60% and 40%. The low-

capacity has been chosen for the financial model.

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Example of greenhouse facility

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Cash Flow Projections

Table 1. CAPITAL INVESTMENT & PROJECT DEVELOPMENT

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Advertising, Promotion and Public Relations

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

General Industry Description

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Industry and Market Trends

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

III. Products & Services

Organic Plants & Herbs

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Chart projection details are:

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

IV. Marketing Analysis & Plan

Our Target Market

Competition and Market Share

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Proposed Aquaculture Facility

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

The major components of the tilapia production modules include:

There will be a common system for all modules that includes:

Our Family Orphan Communities, Inc. Aquaculture/Greenhouse Project - Business Plan

Meeting Sales Projection

Production System Component Failures

Lessons Learned From Inadequate Risk Management