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Executive Summary
Prime Ready Business Network is a nonprofit that helps small and local businesses in our metro area and the surrounding counties get ready to win government contracts. We provide free classes on government buying, one-on-one counseling and help with registrations and bids, with a procurement counselor who works with each owner from registration to bid.
Governments buy billions of dollars of goods and services every year, and much of it is set aside for small businesses. But many small businesses, especially those owned by women, veterans and people of color, never bid, because the process looks confusing and the rules are strict. Our program shows owners how it works, step by step, so more local businesses can win contracts and grow.
In Year 1 we plan to serve about 80 businesses over the year. Our Year 1 budget is about $133,000, growing to about $285,000 by Year 5 as we grow from one procurement counselor to four. Each year's budget is planned to balance, with a small amount set aside in savings.
We are asking the Lakeshore Community Trust for $50,000, as part of the $121,000 in grants and contracts we need for Year 1. The other $12,000 in Year 1 comes from corporate partnerships and donations, which we plan to grow to about $40,000 a year by Year 5. Grant money pays for procurement counselor time, training and the record-keeping funders require.
We will measure how many businesses we serve, how many complete their registrations, how many submit bids, how many win contracts and how many dollars those contracts are worth. We will report results to our funders every six months.
Company Description
Prime Ready Business Network is a nonprofit organization in Tennessee. A 501(c)(3) public charity
Our mission. To help small and local businesses win government contracts and grow.
How we started and what we have done. We began in 2022 when a retired county purchasing manager started teaching free evening classes on how to bid on city contracts. Since then we have helped about 70 businesses, with eight volunteers helping each month.
What we do:
- Teach plain-language classes on how government buying works at the federal, state and local levels.
- Help businesses register for free in the federal system (SAM.gov) and local vendor lists.
- Help businesses prepare a capability statement, one-page summary of what they do, and a bidding plan.
- Explain certifications that can help, such as small business, women-owned, veteran-owned and local disadvantaged business programs.
- Help businesses find opportunities and connect with buyers, prime contractors and other partners.
Where we work. A community college classroom on Tuesday evenings, with counseling by appointment.
Our partners. Our regional technical assistance center, the city purchasing office, a large contractor and the chamber of commerce.
Our approach. We teach owners to do this themselves. We do not sell certifications or promise contracts. Registering in SAM.gov is free, and we tell every owner that so they are not taken advantage of by companies that charge for it.
How we are run. A volunteer Board of Directors (a small group of community members who oversee the organization) meets regularly, approves the budget, reviews the finances and oversees the Executive Director.
Problem & Opportunity
Why this program is needed.
Many small businesses in our metro area and the surrounding counties have never bid on a government contract. The process involves registrations, certifications, long solicitations and rules that change. Businesses that try alone often give up. Meanwhile, governments want more local, small and diverse suppliers, and often cannot find them.
Facts about our community. According to USASpending.gov, federal agencies spend heavily on contracts in our county each year, and only a small share goes to small businesses.
Gaps in the help that exists now:
1. Know-how. Few owners understand how government buying works or where to start.
2. Paperwork. Registrations, certifications and bids are time-consuming and confusing.
3. Scams. Some companies charge high fees for services that are free, such as SAM.gov registration.
4. Capacity. Many small businesses do not have the records, insurance or financial history that buyers want.
5. Connections. Without a relationship with a buyer or prime contractor, a new business is hard to notice.
What we have seen ourselves. Many owners told us they started a registration, did not know what to do next and gave up.
Who we serve first. Small businesses, especially those owned by women, veterans and people of color, that are ready to sell to government, in women-, veteran- and minority-owned small businesses in the metro area with at least one year in business.
Products & Services
How the program works. 1. Plain-language classes. Short classes explain how government buying works, how to register, how to read a solicitation and how to write a bid. About $12,000 in Year 1 pays for materials, speakers and class costs. 2. One-on-one counseling. Each business works with a procurement counselor on registration, a capability statement, certifications and a bidding plan. 3. Opportunity matching. We show businesses how to find opportunities and introduce them to buyers and prime contractors. 4. Readiness checks. We help businesses get ready for the paperwork buyers want: insurance, financial records, past performance and quality plans. 5. Follow-up. We stay with businesses through their first bids and contracts. How we will measure results. We count businesses served, registrations completed, bids submitted, contracts won and contract values. We follow up at 6 and 12 months. Our goals for Year 1: serve 80 businesses; complete 50 registrations; help 30 submit a bid; and help 10 win a contract.
Market Analysis
Where we work and who we serve.
We serve small businesses in our metro area and the surrounding counties, especially women-, veteran- and minority-owned small businesses in the metro area with at least one year in business.
How we know people need this. Our first class had 25 seats and 70 businesses signed up, and the city purchasing office asked us to help it find more local vendors.
How many we will reach. In Year 1, about 80 businesses over the year. The number of small businesses in our area, the amount of government spending in our region and the share that goes to small businesses are common ways to size the need, and the guide for this plan shows where to find them. As we grow from one procurement counselor to four, we expect to serve more businesses each year.
How businesses reach us. The SBDC, banks, the chamber of commerce and local trade groups.
Competitive Landscape
Other help, and how we work with it.
- Procurement Technical Assistance Centers (called APEX Accelerators in many places) provide free help with government contracting. We work with them, and add hands-on, ongoing support. We refer businesses to the center for registration help and they refer people to us.
- Small Business Development Centers help with general business advice. We partner with them.
- Private consultants offer help for a fee. We offer free or low-cost help, and we tell owners what to watch for.
- Government small business offices run programs and certifications. We help owners use them.
- Chambers of commerce and trade groups offer networking. We partner with them.
What makes us different: free help with no certifications to sell, an experienced former contracting officer and relationships with local buyers
Marketing & Sales Strategy
How we reach people and build support.
Reaching people:
- Referrals from SBDCs, banks, chambers, trade groups and other nonprofits.
- Workshops and information at business events and community centers.
- Word of mouth from businesses that win contracts.
- Partnerships with local governments and large contractors who want more local suppliers.
Buyers and primes. Many city, county and state governments, and large companies, have goals for working with small and local businesses. We build relationships with their purchasing offices so owners know who to talk to.
Volunteers. Retired purchasing officers, contracting specialists, attorneys and successful contractors.
Raising money beyond grants. Corporate partnerships and donations are planned at about $12,000 in Year 1, growing to about $40,000 by Year 5, through a yearly giving campaign, business and community partners, a community event and online giving. Raising more of our own money means we depend less on any one grant or contract.
Operations Plan
How the program runs.
How a business moves through the program:
1. A sign-up and a first meeting to learn what the business does and sells.
2. Classes on how government buying works.
3. Registrations, a capability statement and a bidding plan.
4. Help finding opportunities, and with the first bids.
5. Follow-up as the business wins and delivers contracts.
A first meeting. We ask what the business sells and who it has sold to, check which registrations it has and agree on the next two steps.
Honest advice. Counselors do not guarantee contracts or certifications, and do not charge businesses to register for free government systems. They explain rules clearly, and they refer owners to attorneys or accountants for legal and tax advice.
Privacy. Business and financial information is kept private. We share it only with signed permission, and funders get totals, never names.
Equipment. In Year 1 we buy about $5,000 in equipment (laptops, a projector, a printer and classroom supplies), then about $1,500 to $2,000 a year to replace worn items.
Staff. One procurement counselor in Year 1, then two in Year 2, two in Year 3, three in Year 4 and four in Year 5. Counselors keep up with changing rules, and carry a limited number of businesses.
Office work. Bookkeeping, insurance and reporting cost about $12,000 in Year 1.
Management & Organization
Who leads the organization.
David Perry, Executive Director.
The Executive Director leads the organization, raises money and manages grants and contracts, builds partnerships, oversees the finances and reports to the Board. Planned salary: $58,000 a year.
Procurement counselors. Teach classes, counsel businesses, help with registrations and bids and keep records. One position in Year 1, growing to four by Year 5, at a planned salary of $48,000 each. Qualifications we look for: experience as a contracting officer, purchasing specialist or technical assistance counselor, and a clear, patient way of explaining rules.
Volunteers. Volunteers, including retired purchasing officers, contract specialists and attorneys, help with workshops and mentoring.
Board of Directors. A five-member board including Steven Coleman, who brings nonprofit finance experience.
Money management. Grant and contract money is tracked separately so we can show each funder exactly how their money was spent. An outside accountant reviews our books every year.
Milestones Narrative
Our goals and how we will measure them.
Year 1:
- Sign partnerships with our first government buyers and contractors.
- Hire our first procurement counselor and run our first class series.
- Serve about 80 businesses over the year.
- Reach our Year 1 goals for registrations, bids and contracts won.
- Stay within a balanced budget of about $133,000.
Year 2: two procurement counselors; budget of about $183,000.
Year 3: two procurement counselors; budget of about $184,000.
Year 4: three procurement counselors; budget of about $234,000.
Year 5: four procurement counselors; budget of about $285,000.
Over the five years: grow to four procurement counselors, add classes on state and local contracting, and build a mentor-protege program with large contractors. Training costs grow about 5% a year.
How we will check our results. For each business we record classes, registrations, bids, contracts and contract values. Staff and the Board review results and share them with funders. Where we do not have follow-up information, we say so.
Funding Request
What we are asking for, and how the money will be used. Our request: $50,000 from the Lakeshore Community Trust for our first procurement counselor's salary, class materials and the costs of reporting results, for January through December 2027. Year 1 budget: about $133,000, planned to balance. Year 1 money coming in: - Grants and government contracts: $121,000 (this request plus other grants we are applying for). - Corporate partnerships and donations: $12,000. Year 1 costs: - Executive Director: $58,000. - Procurement counselors: $48,000. - Training program costs (classes, materials, speakers, workspace): $12,000. - Office costs (bookkeeping, insurance, reporting): $12,000. - That is about $130,000 in costs. The remaining $3,000 or so goes into savings. Equipment we buy once at the start (about $5,000) is paid from startup money, not from the yearly budget. The next five years. Our budget grows from about $133,000 in Year 1 to about $285,000 in Year 5 as we grow to four procurement counselors. Grants and contracts are planned at $121,000 in Year 1, $165,000 in Year 2, $159,000 in Year 3, $202,000 in Year 4 and $245,000 in Year 5. Corporate partnerships and donations grow from $12,000 to $40,000, so grants become a smaller part of our budget over time. Savings. We start with about $18,000 of our own plus $65,000 in startup support, and we add to savings each year. Important for grants and government contracts. Payment may come after you spend the money, and some funders pay for results such as contracts won. We plan for that wait and keep careful records. Help we receive that is not cash. Donated space, volunteer experts' time and donated supplies are a real part of what we do and are not counted in the budget above. Free classroom space at a community college (about $4,000 a year in rent value), about 500 volunteer hours from retired purchasing officers and donated printing If we are just starting. A new organization can begin before it has its own 501(c)(3) status. One way is a fiscal sponsor: an established nonprofit that agrees to receive grants for you and pass them to your program, usually for a fee (commonly around 5% to 10% of the grant, sometimes more; ask before you agree). Many funders accept this. Another way is to start smaller: partner with a Procurement Technical Assistance Center or SBDC, start with one class series and a few volunteer experts, and track results carefully. Strong results from a small start make larger grants and contracts easier to win.
Appendix Notes
Documents to attach with this proposal:
- Your IRS 501(c)(3) letter, or your fiscal sponsor agreement.
- Your most recent financial statements and your current budget.
- A list of your Board members and what they do.
- Letters of support from government buyers, large contractors or small business groups.
- Your class outline and sample capability statement.
- Your numbers from the past year, if you have them (businesses served, bids, contracts won).
- Your conflict-of-interest policy.
- Resumes for your Executive Director and key staff. If you don't have any of this yet, no worries - let's continue.
The assumptions behind our numbers (change them in the Financials section to match your own):
- Staff pay: Executive Director $58,000; each procurement counselor $48,000, growing from 1 to 4.
- Training program costs about $12,000 in Year 1, rising about 5% a year
- Office costs about $12,000 in Year 1, rising about 4% a year.
- Grants and contracts set so each year's budget balances with a small amount saved.
- Every dollar amount is an estimate. Replace them with your organization's real budget.