What are the relevant criteria for evaluating the different alternatives?

Like what are the short term ang long term effectiveness abd should it be eliminated, reduced or controlled?

Ali saw the family's business interests as having six components: (1) construction projects for private clients; (2) a parcel of undeveloped land in Kamloops, British Columbia; (3) residential income properties in Vernon, British Columbia; (4) a commercial income property based in a retail strip mall in Langley, British Columbia; (5) an income property in Port Moody, British Columbia, with a house of worship under a long-term lease; and (6) the property of the Asher family residence in Richmond, which included a significant amount of undeveloped land with development potential. Each of these components needed to be considered individually as they all had different cash-flow generating abilities, different levels of debt, different capital gains potential, and different ownership structures. The Construction Business Aziz and Aleem were actively building homes for private clients under the banner of Trimline Homes Limited (Trimline Homes), which Aziz had founded in 1983. Aleem was partly dependent on his father for advice and mentorship, while Aziz also depended on Aleem to manage subcontractors, move building materials from one place to another, and handle billing and other tasks. For construction projects, they employed different subcontractors and collected fees in the name of Trimline Homes, which oversaw the work. Trimline Homes also held Langley Square (the retail strip mall) and received cash flows from that asset. In terms of other hard assets, Trimline Homes had very little: a pickup truck, a van, and a host of tools in the family garage. The company had no full-time staff; Aziz and Aleem were paid fees for managing the process and for hiring the subcontractors to do the necessary work. In December 2017, Aziz and Aleem had two construction projects on the go, with completion scheduled for early 2018