Our Services

Our service to the Federal and Commercial Sectors include:

Economic Development Services

Business Retention & Expansion

Business Retention and Expansion (BRE) is a structured program that can help business remain viable and help them grow. Retention is as important as expansion. Access to capital, tax incentives and addressing workforce needs are all part of the BRE process.  In the wake of the global recession, business retention and expansion outcomes have changed dramatically. Today, many businesses are being forced to ‘trade’ jobs for automation and the assimilation of technology by client companies.

We look at Global factors and trends that impact business retention and expansion policies, programs, strategies and desired outcomes. We detail how the critical elements of visitation, retention/expansion support, advocacy, and communications affects business retention and expansion. 

Workforce development is a driver for business retention and expansion.  We examine new workforce development realities and how they shape community building and business retention and expansion programs.

Businesses must understand stakeholder perspectives on business retention and expansion.  Stakeholder theory calls for decision makers to balance stakeholder interests, but before this can happen, management must understand how other parties view its decisions. 

The first key to successful BRE is knowing your customer base i.e.

  • Which businesses are you serving?

  • Sector (manufacturing, tourism, business services, etc.)

  • Primary job creators

  • Size

  • Stage (1-4) 

Self-Employed (1 employee) —This includes small-scale business activity that can be conducted in homes (cottage establishments) as well as sole proprietorships.

Stage 1 (2-9 employees)

— This includes partnerships, lifestyle businesses and startups.  This stage is focused on defining a market, developing a product or service, obtaining capital and finding customers.

Stage 2 (10-99 employees)

— At this phase, a company typically has a proven product, and survival is no longer a daily concern. Companies begin to develop infrastructure and standardize operational systems. Leaders delegate more and wear fewer hats.

Stage 3 (100-499 employees)

— Expansion is a hallmark at this stage as a company broadens its geographic reach, adds new products and pursues new markets. Stage 3 companies introduce formal processes and procedures; founders are less involved in daily operations and more concerned with managing culture and change.

Stage 4 (500 or more employees)

— At this level of maturity, an organization dominates its industry and is focused on maintaining and defending its market position. Key objectives are controlling expenses, productivity, global penetration and managing market niches.

  • Chamber Member or Non-member

  • Resident vs. Non-resident (local ownership vs. non-local)

  • Who are your targets? (create criteria for developing a target list)
  • Which businesses have never been touched before? (might want to start with them)

A BRE program also needs defined measures of success. Some common metrics are:

  • Added jobs
  • Added capital
  • Bottom-line growth
  • Development of industry clusters

How we help:

  • Establishing, Maintaining and or Upgrading BRE Program
  • Customer Relationship Management Techniques
  • Creating Effective Models for Business Visitations and Surveys
  • Tracking and Analyzing Customer Feedback and Response
  • Establishing and Early Warning System

Economic Development Credit Analysis:

We explore business financing tools and available private financing options, as well as how the public sector can complement bank financing. This includes how to stimulate private sector investment that results in the creation of permanent, private sector jobs and increased productivity.

Businesses must understand how to perform an internal credit analysis by determining how well they buy and sell to make a profit. The ability to garner and execute multi-faceted government tax incentive, loan and workforce development programs coupled with complex private financing can bring complex real estate and business projects to fruition.

Credit analysis cannot be a decision making tool used in a vacuum.  It is important to remember that credit analysis will raise more questions than it answers and that numbers can be misleading.

Credit analysis can lead to incorrect conclusions unless the entrepreneur’s abilities and weaknesses are factored into the decision making process.  Credit analysis enhances the businesses credibility because it anticipates lender questions, issues and problems.  It should be noted that every lender analyzes credit differently.

THE BASIC CREDIT QUESTION: REPAYMENT ABILITY?

IS CASH FLOW GREATER THAN DEBT SERVICE?

Actually, this question is more complicated.  Not only must cash flow from operations exceed debt service, but also:

  • Working capital must be adequate
  • Quality of debt must be sufficient
  • Trends and projections must be consistent and supportive

Two simple rules of thumb for evaluating the credit question: The balance sheet indicators must be supportive

  • Working capital must be positive

These rules of thumb provide generally satisfactory analysis results. 

Quality of debt is determined by analyzing a company’s historical ability to correctly match sources of funds to the life of the assets being financed.  High debt service decreases the excess of cash flow over debt service (CF < D/S) and make a deal weaker.  The analysis of quality of debt focuses on the following:

  • Debt to equity ratio
  • Balloon payments
  • Short-term floating rate loans vs. long-term rate loans

Supportive trends and projections are required to insure that existing, adequate cash flow today will continue.  Even though cash flow may be adequate today, it may not be adequate in the future if sales or profit margins decline.  To analyze trends and projections, the credit analyst focuses on quality and trend indicators of the historical profit and loss statements:

Sales growth rate

  • Cost of goods sold as a percentage of sales
  • Earnings before taxes as a percentage of sales
  • Acceleration of depreciation
  • Level of officer compensation

If cash flow is greater than debt service, and if working capital, the quality of debt and historical trends are supportive, the deal is strong, and the loan will probably be approved.  To determine if cash flow is greater than debt service, the financial statements must analyze– both the Balance Sheet and the Profit and Loss Statement.

How we help:

  • Business Credit Analysis and Deal Structuring / Restructuring
  • Negotiation and Loan Packaging Options
  • Analysis of Small Business Lending Programs
  • Determining if Firm is Productive and Profitable
  • Provide Overview Real Estate Financing and Lending Tools
  • Review SBA, HUD, USDA and Commercial Lending Programs

Real Estate Development and Reuse:

THE REAL ESTATE DEVELOPMENT PROCESS

Real estate development is important because it provides local jobs, increases investment, sustains the tax base, and can serve as a catalyst to revitalize urban and rural areas.

There are 3 basic strategic approaches to economic development in Real Estate: Place – Oriented, Resident – Oriented, and Business – Oriented approaches. Each of these approaches has proven effective at promoting economic growth but the strategies are most effective when used in combination.

Focus on directly assisting businesses through specific efforts in business finance, entrepreneurial and small business development, business retention and expansion, technology transfer, and business recruitment.

Focus on the community’s physical resources. Place oriented efforts seek to improve roads and utilities, to develop employment centers, as well as transform Brownfields into usable sites. They include broad and specific efforts to revitalize areas and reuse specific sites.

Focus on helping local residents participate in advance in the workforce. Examples of residents – oriented approaches include school to work programs for high school students, job training classes for adults, and job placement centers.

We introduce clients to the 8 stage process for real estate development and reuse from conception to realization.

  • 1 Predevelopment
  • 2 Market, Financial & Political Feasibility
  • 3 Site & Engineering Analysis Financing
  • 4 Contractor Negotiations and Public Approvals
  • 5 Construction
  • 6 Marketing
  • 7 Building Occupancy and Management
  • 1 Predevelopment
  • 2 Market, Financial & Political Feasibility
  • 3 Site & Engineering Analysis Financing
  • 4 Contractor Negotiations and Public Approvals
  • 5 Construction
  • 6 Marketing
  • 7 Building Occupancy and Management

Businesses must know and understanding the wide variety of financing tools that are available at the local, regional and state levels, including tax increment financing, bond financing, tax credits, tax abatements, land assembly and brownfield redevelopment.

Market and Site Analysis

Market and Site Analysis are two key aspects of development feasibility:  Market and Site Analysis takes place before a development project is underway, these studies help determine whether a project is a “go” or “no-go.” There are various assumptions and inputs that make up a market analysis. There also site features and constraints that can affect a development project.

Regulatory and Approval Process

All project are subject to the public approval process. The public sector has a regulatory role in land development which includes zoning, subdivision and other regulatory constraints and hurdles.

Financial Feasibility

Analyzing the financial feasibility of a development project is a crucial planning factor. Businesses must understand the various elements of an operating pro forma, including calculating net operating income and cash flow. It is also critical for businesses to understand debt and equity financing, as well as how to evaluate a project’s return to the investor(s).

Market and Site Analysis

Two key aspects of development feasibility:  market and site analysis. This is done before a development project is underway, these studies help determine whether a project is a “go” or “no-go.” Participants will look at the various assumptions and inputs that make up a market analysis. The session will also examine how site features and constraints can affect a development project.

Regulatory and Approval Process

Facilitation of the public approval process can be cumbersome.  Being prepared and knowing the public sector’s regulatory role in land development, zoning, subdivision and other regulatory processes.  This includes knowing departmental history and governing propensities can expedite the approval process.

Political Feasibility and Community Involvement

While a proposed project may meet market and financial tests, it is not truly feasible unless it has political and community support. Businesses will need to know how to assess political support, involve the community and promote the project’s value to stakeholders.

Local Financing and Tools for Development

Local development financing such as tax abatements, bond financing, tax increment financing, special improvement districts and the provision of public infrastructure. It is important to gauge the strength and weaknesses of these mechanisms in the geographical area of development. This includes redevelopment areas, land assembly, sale-leasebacks and density bonuses.

Real estate development is the lifeblood of a community. It provides valuable jobs and sustained tax base and is controllable and responsive to community needs. Development also provides for increased investment in sustainable growth within a community. The goals and outcomes of development are compatible with economic development. These goals include:

Creating and retaining jobs; Attracting and creating new and expanding businesses; Enhancing the local tax base through new and higher property values; Stimulating nearby real estate improvements; Improving the appearance of a neighborhood (removal of slum and blight).

How we help:

  • Regulatory Approval Process Including Zoning And Permitting
  • Assessing Community Involvement in Political Feasibility
  • Understanding The Pro Forma Operating Statement Structure
  • Property Valuation and Capitalization Rates
  • Request For Qualifications/Proposal Process

Entrepreneurial and Small Business Development Strategies:

Small and emerging businesses generate wealth and provide a significant source of employment in today’s high technology global economy. They stimulate job creation, develop crucial innovations in both products and services, and diversify the economic base. Thus, it is critical that a businesses’ economic development strategy dedicate resources to developing and cultivating business innovation and establishing effective support system to facilitate strategic future growth.

Understanding what financial and managerial tools are available and how to use them can help create a climate that encourages entrepreneurial and small business development. Corporations can leverage their economic development resources to build highly integrated networks to help businesses thrive in the global economy. Economic development is focused on creating jobs, strengthening the tax

The type of business development strategy to pursue is highly dependent on the needs of the Individual Corporation or community. These needs can be determined by conducting internal business, industry and community surveys, consulting local lending institutions on the availability of credit, and by evaluating existing services.

How we can help:

  • Identifying and addressing the needs of the entrepreneurs
  • Defining urban versus rural – focused entrepreneurial and small business strategies
  • Managing technical assistance (e. g., Economic gardening)
  • Development and management of business incubators
  • Understanding federal and state government resources (E. G., SBDCs etc.)

Workforce Development Strategies

Skilled workers are the backbone of a productive and efficient economy, and a critical decision point in today’s business location decisions. The essential relationship between economic and workforce development is imperative.  Understanding how to leverage federal, state/provincial and local financial resources to support workforce development is a necessary element to attract a vibrant and skilled workforce. Knowing and understanding how to leverage collaborative programs to build the workforce pipeline and upgrade the skills of a community’s existing workforce is essential to a company’s competitive edge.

Workforce development efforts aim to improve the quality and skills of the workforce, help businesses meet their human resources demands, and provide channels for businesses and workers to connect. It includes education as well as job training, and involves the basic skills (e.g. Literacy and math), hard skills (i.e. Welding and IT certification), as well as soft skills (e.g. Work ethics and attitude).

Talented people provide the innovation and productivity for firms and industries to remain competitive. In confronting intense global competitiveness and surging productivity from technological advances, U.S. businesses require skilled personnel to maintain an economic advantage. It is widely understood that innovation and the ability to implement new ideas will drive economic growth in our knowledge-based economy. What support and job placement, advancement opportunities, and training, both businesses and workers can realize their fullest potential.

Workforce development serves both individuals and businesses with the objectives of:

  • preparing the workforce with the skills necessary to meet current and anticipated labor needs
  • supporting job retention and career advancement
  • connecting workers and employers in the labor market

How we can help:

  • 1 understanding occupational data analysis
  • 2 assessing qualifications, skills and abilities of current workforce
  • 3 recruitment and retention of the skilled labor force
  • 4 the role of higher education workforce and economic development
  • 5 new alliances, new models, federal funding and best practices in regional and local initiatives

Business Feasibility:

Whether you plan to expand your business, acquire an existing business, or start a new business, a feasibility analysis will evaluate your preliminary business idea to see if it is worth pursuing. Perhaps the most crucial problem you will face after expressing an interest in starting a new business or capitalizing on an apparent opportunity in your existing business is determining the feasibility of your idea.  Getting into the right business at the right time is simple advice, but advice that is extremely difficult to implement. 

The high failure rate of new businesses and products indicates few ideas result in successful business ventures, even when introduced by well-established firms.  Many entrepreneurs strike out on a business venture convinced of its merits, but they fail to evaluate its potential.

You should realize your personal limitations and seek appropriate assistance where necessary (i.e., marketing, legal, financial).  Few entrepreneurs have a full compliments of requisite skills and abilities in doing a complete feasibility study.  A feasibility study involves gathering, analyzing and evaluating information by answering:  "Should I go into business?"  Answering this question involves a preliminary assessment of both personal and project considerations.  Financial statistics are available from most businesses, trade and industry associations, private companies, banks, universities, public libraries and government agencies.

A feasibility analysis is an important step in business start-up and development.  As an entrepreneur, you can greatly increase your chances of success by analyzing your business concept, your market place, your industry and competition, and your financial and organizational structures. Whether you plan to expand an existing business, acquire an existing business, or start a new business, a feasibility analysis will evaluate your preliminary business idea to see if it is worth pursuing.

How we help:

  • Identify your Core Competency
  • Develop a Concept Test
  • Identify a preliminary target market
  • Conduct Market and Industry Research:
  • Conduct an Organizational Feasibility Analysis
  • Evaluate Management Expertise
  • Designate Responsibilities
  • Evaluate non-financial resources
  • Estimate Sales on monthly and/or annual basis
  • Estimate Costs - Identify both fixed costs and variable costs.
  • Estimate Break-even Point and Profitability
  • Credit and FICO Score
  • Asset formulation
  • Business Plan Development

Facilities Maintenance and Repair:

We provide long-term value by supporting building operations at peak performance and optimizing the efficiency of your buildings’ mechanical and HVAC equipment. With our complete Operations and Maintenance, HVAC installation, repair and preventive maintenance services, we offer a single source solution for our government/commercial clients.

We seamlessly integrate customer needs with our resources to provide timely and high-quality services. We also have the capabilities, expertise and proven track record to execute government facility management contracts successfully.

  • High degree of face-to-face customer interaction for customer satisfaction
  • Complete all contract elements on time and accurately; per schedule and established standards based on our Quality Control Plan

We provide predictive, preventive and corrective maintenance: performing regularly scheduled inspections, tests, servicing, repairs, replacements, and other tasks intended to reduce the frequency and impact of equipment failures.  For corrective maintenance or breakdown maintenance we conduct a myriad of repair or replacement activities not occurring on a regular schedule. The objectives of a preventive maintenance program are:

  • Minimize corrective and breakdown maintenance, maintain satisfactory equipment conditions, and improve plant reliability through the use of preventive maintenance activities, predictive maintenance activities, and inspection activities.
  • Identify maintenance actions on important equipment, and incorporate into the preventive maintenance program those maintenance activities that result in the greatest benefit within the available budget.

How we help:

  • Landscaping
  • Building operation, maintenance, installation and repair
  • HVAC services and preventive maintenance
  • MEP services (mechanical, electrical, plumbing)
  • 24/7/365 emergency response and service calls
  • Custodial and green cleaning services
  • Painting and Drywall
  • Pest Control