User Solutions for Brownfields

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A reverse site selection method for redeveloping Brownfield properties

A reverse site selection method for redeveloping Brownfield properties

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  • 1. National Brownfield Conference 2011
    Location Selection and the “Right Site”
    Connecting Communities and Brownfield Properties to End Users
    April 5, 2011
  • 2. Introduction to Location Strategy
    What is Site Selection?
    Are we selecting a site,….
    ….Or a home for a business
    Location
    In a
    Business Context
  • 3. The Evaluation Process
    A Business-Based Process
    The Location Process allows companies to define their business needs and then narrow the list of candidates based upon best-fit. A business-based methodology matches companies to locations that will meet their needs for the long-term.
  • 4. Business Needs Assessment
    Understanding the Core Drivers
    Key questions:
    • Which operations are taking place at which location in the current configuration
    • 5. Proximity to key partners or clients
    • 6. Logistics and shipping concerns
    • 7. Key labor requirements and recruitability
    • 8. Facility, space, and layout requirements
    • 9. Business continuity factors
    • 10. Cost and availability of corporate capital
    • 11. Competitive and Market factors
    • 12. Regulatory concerns
    • 13. Infrastructure requirements
    • 14. Transitional or implementation requirements
    • 15. Preferred or most applicable incentives requirements
    • 16. Real or perceived barriers to consolidation
    • 17. Other key location criteria
  • Location Screening
    Weighting, Ranking, and Tradeoffs
    Begin by determining the universe of candidate areas meeting basic thresholds
    Construct a model to evaluate and rank the candidate locations
    Test and develop shortlist
    General Demographics and Labor Force Dynamics
    Industry & Occupation Specific Labor Force Availability
    Transportation and Logistics
    Labor Costs and Dynamics
    Real Estate Availability, Suitability and Cost
    Business Environment, Taxation, and Incentives
    Education
    Quality of Life
  • 18. Is This an Opportunity?
    Challenge: How can your brownfield sites apply this process to bring new investment/development to the site or community?
  • 19. How do we match site (and community) strengths to the needs of business?
    Investment Attraction Strategy
    Understand the needs of the market
  • 20. Understand the link between site attributes and business needs
    Investment Attraction Strategy
    Reverse Site Selection
  • 21. Understanding
    What Do Users Think of Brownfields?
    Brownfield Disadvantages
    • Environmental legacy
    • 22. Older infrastructure
    • 23. Image and perception
    • 24. Site layout and access
    • 25. Requires investment to bring to buildable status
    Brownfield Advantages
    • Robust infrastructure
    • 26. Proximity within key markets
    • 27. Access to other economic partners
    • 28. Additional financial incentives
    • 29. Green/LEED opportunities
  • Property Characterization
    Location Planning for Business
    • What is the existing ownership structure? What does the land owner (and community) want to achieve? What are the development goals
    • 30. Are there existing buildings that can be adapted and re-used? What is the status of existing infrastructure/utilities
    • 31. What are the known (or suspected) environmental liabilities?
    • 32. What is the existing zoning and allowable uses?
    • 33. What public and private resources can be brought to bear on the process?
  • Focused Market Analysis
    Screening – Determining Relative Advantages
    Sample Ranking/Weighting Model
    • An honest, objective and complete assessment of the community’s strengths, weaknesses, and goals
    • 34. This then gives a basic definition of the ingredients that may be combined to develop the strategy to qualify and attract end-users
    • 35. This also identifies areas where competitive improvement is required
  • Internal/Site Factors
    • What is the existing regional base for the industry, and what are the dynamics
    • 36. What are the greatest pressures and opportunities facing the industry
    • 37. What typically forces changes in any of these companies’ real estate and asset strategies
    External Market/Industry Factors
    • Which industry target are facing or will be facing a key decision in the near future
    • 38. What are the roadblocks keeping these companies from changing to meet new business demands
    • 39. What is the market risk associated with each opportunity
    Industry Selection and Profiling
    Identifying the Likely Suspects
    What is the match between the Site and Target Users?
  • 40. Re-Use Alternatives, Disposition, & Redevelopment
    Moving from Plan to Reality
    Sample Outcome
    Alternatives Evaluation
    • What is degree of match between site/community and target user?
    • 41. Is the plan financially (and politically, organizationally, etc) feasible
    • 42. Do we have the resources (and partners) to implement the plan?
    Disposition/Redevelopment Strategy
    • Identify key target opportunities (users/industries)
    • 43. Financing plan (both public and private)
    • 44. Remediation and Infrastructure plan
    • 45. Conceptual (schematic) development plan
    • 46. Site and community marketing plan
  • Disposition/Development Strategy
    • Development Plan should be sustainable
    • 47. Focus on end-user/build to suit developers (instead of “buy and flip”)
    • 48. Focus on long-term use opportunities, not flavor of the month
    • 49. Both community and developer incentives should be tied to key performance metrics ensuring beneficial relationships
    • 50. Environmental liabilities should be seamlessly allocated
    • 51. Public sector commitments should be realistically incorporated
    Putting it all Together
  • 52. Thank you Very much
    Chris Steele
    Phone: (617) 314-6527
    Email: chris.steele@cwsgrp.com