NYU Capstone Report (Final Version)

Recapturing Staten Island’s West Shore
Catalyzing Growth for New York City’s Next Economic Hub
May 2014

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Recapturing the West Shore
Recapturing Staten Island’s West Shore
Catalyzing Growth for New York City’s Next Economic Hub
Prepared for:
Staten Island Economic Development Corporation
900 South Avenue, #402
Staten Island, NY 10314
Prepared by:
Arthur Kill Associates, NYU Wagner Capstone Team
Becky Jia
Jeremy Kim
Eric Meils
Alex Powell
Jessie Shen
NYU Robert F. Wagner Graduate School of Public Service
295 Lafayette Street
New York, NY 10012
May 2014

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Acknowledgments
Staten Island Economic Development Corporation
Cesar J. Claro, President & CEO
Steve Grillo, Vice President of Projects
John Rodriguez, Industrial Business Development Manager
Varun Sanyal, Project Manager
Staten Island Industrial Business Improvement District Steering Committee
Fred DiGiovanni, Island Charter
John DiFazio, Faztec Industries
Debbie Derrico, District Manager, Community Board 2
Erwin Moskowitz, ADCO Electrical Corporation
Government Officials
Ed Burke, Deputy, Staten Island Borough President
David M. Carr, Chief of Staff for Council Member Matteo
Tom Cocola, Staten Island Borough Commissioner, New York City Department of Transportation
Julieanne Herskowitz, IBID Manager, New York City Economic Development Corporation
Munro Johnson, Assistant Vice President Development, New York City Economic Development Corporation
Christopher Lee, Government and Community Relations, Port Authority of New York and New Jersey
Council Member Steven Matteo
Katy McShane, Senior Project Manager, New York City Economic Development Corporation
Other Contributors
Jonathan Peters, College of Staten Island - GIS
Clint Plummer, Deepwater Wind - Maritime Windmills
Frank Scollo, Staten Island Container Terminal
NYU Robert F. Wagner Graduate School of Public Service
Michael R. Keane, AICP, Senior Planner, BFJ Planning
Claire Weisz, FAIA, Principal in Charge, WXY architecture + urban design
Kei Hayashi, Principal, BHJ Advisors

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Table of Contents
1.0 Introduction......................................................................................................................................................................................................................... 1
2.0 Executive Summary............................................................................................................................................................................................................. 3
3.0 Background Information ..................................................................................................................................................................................................... 5
3.1 Study Area Overview ............................................................................................................................................................................................. 5
3.2 Existing Conditions ................................................................................................................................................................................................ 6
3.3 Review of Existing Case Studies ........................................................................................................................................................................ 12
4.0 Vision................................................................................................................................................................................................................................. 13
5.0 Industrial Competitive Advantage.......................................................................................................................................................................................15
6.0 Methodology and Site Criteria............................................................................................................................................................................................25
7.0 Overview of Selected Sites .............................................................................................................................................................................................. 31
7.1 Chelsea.................................................................................................................................................................................................................31
7.2 Travis.................................................................................................................................................................................................................... 37
7.3 Rossville .............................................................................................................................................................................................................. 42
7.4 Charleston ............................................................................................................................................................................................................49
8.0 Area-Wide Initiatives..........................................................................................................................................................................................................57
9.0 Conclusion........................................................................................................................................................................................................................ 59

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List of Figures
Figure 1: West Shore Study Area............................................................................................................................................................................................... 5
Figure 2: West Shore Zoning Map............................................................................................................................................................................................. 6
Figure 3: Major Roadways and Bridges..................................................................................................................................................................................... 8
Figure 4: West Shore Transit Options........................................................................................................................................................................................ 9
Figure 5: Parks and Open Spaces........................................................................................................................................................................................... 10
Figure 6: Brownfield Opportunity Area..................................................................................................................................................................................... 11
Figure 7: Summary of Existing Reports................................................................................................................................................................................... 12
Figure 8: Staten Island’s Industrial Competitive Advantage.................................................................................................................................................... 16
Figure 9: Tri-State Industrial Areas.......................................................................................................................................................................................... 19
Figure 10: Industrial Economic Activity Comparisons.............................................................................................................................................................. 20
Figure 11: Overview of Catalyst Sites...................................................................................................................................................................................... 30
Figure 12: Chelsea Land Use and Zoning Map....................................................................................................................................................................... 31
Figure 13: Chelsea Conceptual Map....................................................................................................................................................................................... 33
Figure 14: Travis Land Use and Zoning Map........................................................................................................................................................................... 37
Figure 15: Travis Conceptual Map........................................................................................................................................................................................... 39
Figure 16: Rossville Land Use and Zoning Map...................................................................................................................................................................... 42
Figure 17: Rossville Conceptual Map...................................................................................................................................................................................... 44
Figure 18: Charleston Land Use and Zoning Map................................................................................................................................................................... 49
Figure 19: Charleston Conceptual Map................................................................................................................................................................................... 51
List of Tables
Table 1: Industry Comparatives............................................................................................................................................................................................... 22
Table 2: Catalyst Site Rubric.................................................................................................................................................................................................... 26
Table 3: Catalyst Site Selection Rubric.................................................................................................................................................................................... 28

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1.0 Introduction
NYU Wagner’s Capstone Program is learning in action; it provides students with both a critical learning experience and an opportunity to perform public
service. To this extent, the Staten Island Economic Development Corporation enlisted Arthur Kill Associates (Capstone Team) to study the industrial potential of
Staten Island’s West Shore.
Staten Island’s West Shore has long been overlooked by the region’s business community as a potential site for growth. A lack of investment, the influx
of competing industrial centers, and the decline of maritime industry on Staten Island have obscured the area’s unique strengths and assets. Today, the
emergence of niche industries and creative manufacturing methods is drawing attention back to the West Shore’s development opportunities, and highlighting
its potential as a node for cutting edge, high-tech, and green businesses. By emphasizing its unique position as the last location of developable industrial
land in New York City and by leveraging its physical and economic assets, advocates of the West Shore can reinvent the area as a hub for business-friendly,
forward-thinking, environmentally-conscious industries.
Arthur Kill Associates was tasked with identifying the challenges and constraints to development on the West Shore; highlighting its unique strengths and
assets; and developing a Strategic Plan that reinvents and promotes the West Shore as a viable, attractive alternative to other industrial markets in the Tri-
State area.
This document serves as a road map for catalyzing growth on the West Shore and rebranding it as New York City’s next center of economic development and
innovation.
1.0 Introduction

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1.0 Introduction

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2.0 Executive Summary
“The System is too convoluted,
too many agencies to navigate.
The red tape is detrimental to
New York City’s economy.”
“Lack of investment by the City
discourages existing businesses
from building and developing on
their own.”
The West Shore of Staten Island is the most undervalued asset in New York City, collectively
representing the largest collection of undeveloped area of land throughout the City. While several
success stories have occurred on the West Shore, the opportunity for massive expansion of economic
activity is immense.
The natural characteristics of the West Shore promote industrial growth that can provide middle-class
jobs in a City that is hollowing out the center of the economic spectrum. Building off trends throughout
the City, potential growth industries include modular construction facilities, food production and 3D
printing. These industries could be ripe for expansion on the West Shore if not for holdups with City
agencies. In an interview with a local Staten Island business owner, “The System is too convoluted, too
many agencies to navigate. The red tape is detrimental to New York City’s economy.”
An analysis of other successful industrial areas throughout the City indicates that industrial parks have
dramatically changed from polluted and dangerous areas of the City, to clusters of mutually beneficial
businesses that have a plethora of amenities for their employees. Strong management of these
zones initiates positive collaboration of these businesses while also providing job training/placement
for residents of the surrounding community. Gone are the days of segregated land uses and the
disconnection between the people and local manufacturing firms.
This report has relied on the interviews of local stakeholder, government officials, business owners,
university representatives, and especially the opinion of the forthcoming Industrial Business
Improvement District. Their opinions and desires for the West Shore help navigate this report’s
recommendations to transcend the borough’s traditional opposition to development.
These interviews also revealed particular issues unique to Staten Island. One member of the IBID
Steering Committee stated, “Lack of investment by the City discourages existing businesses from
building and developing on their own.” This indicated the importance partnerships between the private,
public and non-profit sectors for the prosperity of the borough’s economy.
To initiate the revitalization of the West Shore include catalyst projects that will draw attention from both
the private and public sector. These projects provide the necessary amenities for industrial success
revealed from the analysis of the industrial peer group.
While the booming economy of NYC has supported the growth of wealthy and highly educated, it is
the middle class and outer boroughs that have been left to the wayside. Staten Island’s West Shore
provides the unique opportunity for the City to come together with local community development
partners to promote development that benefits these long neglected groups. These initiatives are an
imperative for the continued success of the City’s economy.

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3.1 Study Area Overview
The boundaries of the West Shore study area
(as shown in Figure 1) encompass most of the
western shoreline of Staten Island. It contains
roughly 6,000 acres, 45 percent of which is
occupied by wetlands and tidal marshes.
The study area is bounded to the north by
the Goethals Bridge and to the south by the
Outerbridge Crossing, both of which allow
vehicular traffic to pass between Staten Island
and New Jersey. The western edge of the study
area is the Arthur Kill, a tidal strait separating
Staten Island and New Jersey, while the eastern
edge is primarily defined by New York State Route
440 (West Shore Expressway) but also parts of
South Avenue and Victory Boulevard.
These boundaries are the extent of the Green
Zone on Staten Island, the area of land that is
poised to be the next economic growth area of
New York City.
The West Shore encompasses the neighborhoods
of Bloomfield, Travis, Chelsea, Rossville, and
Charleston. In addition, the area includes several
parks and open spaces, including the Freshkills
Park site.
The area’s long history of industrial operations,
mix of land uses, collection of open space, and
large underdeveloped parcels give the area a
unique combination of challenges and assets to
coordinate for a prosperous, vital West Shore.
Figure 1: West Shore Study Area
3.0 Background Information
Sawmill Creek
Chelsea Ave and Bloomfield Ave
Ship Graveyard
Outerbridge Crossing
*
*
*
*

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3.2 Existing Conditions
3.2.1 Land Use and Zoning
Land on the West Shore is predominately zoned for
manufacturing (Figure 2). Smaller, concentrated
areas of residential neighborhoods are scattered
throughout. Notably, land uses in the study area
are incoherent in many locations, with pockets of
industrial abutting homes or marshland. Though
untraditional, the mix of uses in these areas provides
opportunities for the integration of residential,
commercial, and industrial sites in new ways.
Several large lots of land on the West Shore are
currently vacant. Property along the West Shore is a
mix of publicly-owned land (NYC or State) and private
ownership. Though only portions of these properties
are developed or developable, the West Shore has
the largest collection of vacant or underused industrial
land in NYC, including the former GATX/NASCAR
site. At 440 buildable acres, this site is the largest
privately-held tract of industrial land in NYC. The size
and availability of this and other sites in the study area
is one of the West Shore’s largest assets.
The majority of the study area’s blocks and lots are
zoned M3-1 and M2-1. M3-1 permits heavy industrial
uses generating traffic or pollution, and have a floor-
to-area ratio (FAR) of 2.0. M2-1 permits medium-
intensity industrial uses, and also have a FAR of 2.0.
Despite these zoning designations, only 20 percent
of the West Shore’s properties are currently used
for industrial purposes. Activating unused sites and
implementing higher uses for other will help the West
Shore to realize its industrial potential.
The 2,200-acre former Freshkills landfill, which
roughly bisects the study area, is undergoing
remediation and development into New York City’s
largest park. Its completion will increase recreation
opportunities for all New Yorkers, and draw attention
to the adaptive re-use of formerly noxious or
hazardous sites.
Figure 2: West Shore Zoning Map
Commercial
Manufacturing
Parks
Residential
LEGEND

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3.2.2 Roadway and Transit Network
Roadways
The major roadways and bridges in the West
Shore are shown in Figure 3. The major east-
west roadways in the West Shore include
the Staten Island Expressway and Richmond
Parkway (principal arterials). Arthur Kill Road and
Travis Avenue are minor east-west arterials. The
major north-south corridors are the West Shore
Expressway and Richmond Avenue (principal
arterials). South Avenue and Victory Boulevard
traverse the northern half of the West Shore, but
mainly serve north-south traffic.
Travis Avenue, which extends east to west from
South Avenue to Richmond Avenue, is classified
as a minor arterial with one lane in each direction
and no median. It has no sidewalks or curbs,
though there is adequate space for curbs,
sidewalks, and parking. According to the New
York Police Department automobile collision
data, there are very high pedestrian injuries at
the intersection of Travis Avenue and Victory
Boulevard.
The West Shore is lacks basic transportation
infrastructure and is prone to extensive flooding
in certain areas due to a lack of catch basins and
sewer systems and poorly graded roadways.
In addition, existing roads lack necessary lane
markings, pedestrian markings, pedestrian
signals, parking regulations, sidewalks, median
islands, and bicycle routes. Thus, the pedestrian
network on the West Shore is very limited. There
is only one bicycle path in the West Shore, an
off-road greenway on Arthur Kill Road between
Englewood Avenue and Veterans Road, located
in the southwest portion of the study area.
Bridges and Tolls
Toll bridges are operated by the New York and
New Jersey port authorities.
Tolls are paid going to New York from New
Jersey; there is no toll westbound to New Jersey.
On Staten Island this applies to the Bayonne,
Goethals and Outerbridge Crossing. Tolls vary
based on time of day, class of vehicle and number
of axles. For cars and motorcycles the toll is a
$13.00 cash toll during all hours. For trucks and
other vehicles towing trailers the pricing varies, a
typical 5 axle semi during peak hours is $70.00,
off peak is $65.00, weekdays overnight is $57.50,
and a cash toll is $85.00. The Verrazano-Narrows
Bridge is operated by the Metropolitan Transit
Authority and has a one way toll from Brooklyn of
$15.00. A typical 5 axle semi has to pay a toll of
$52.52 by E-Z Pass or $80.00 in cash
The Bayonne Bridge is scheduled for replacement
to address future needs including; traffic
operations, safety upgrades, larger maritime
cargo vessels, and to allow for future transit and
bicycle links to New Jersey. To improve safety,
the Port Authority proposes to build new roadway,
approaches, widen lanes, acceleration lanes and
roadway median barriers on the new Bayonne
Bridge.
The Goethals Bridge connects New Jersey to
Staten Island and is located near the Howland
Hook Marine Terminal crossing over the Arthur
Kill. The bridge is operated by the Port Authority.
The primary use for this bridge is a connection for
New York City to Newark Airport.
The Outerbridge Crossing carries approximately
90,000 vehicles each day. Tolls are collected
in the eastbound direction only. The bridge has
undergone numerous repair jobs as a result of
the high volume of traffic that crosses the bridge
each day. In 2013, the Port Authority announced
the completion of the bridge’s re-pavement
project. Studies by the New York Metropolitan
Transportation Council show that the Outerbridge
Crossing is very congested during the AM and PM
peak hour.
Transit
The West Shore is served by numerous local and
express bus routes, operated by the Metropolitan
Transportation Authority as indicated in Figure
4. There is currently no ferry service to the West
Shore.
Residents in the West Shore face unreliable
travel options to Manhattan and other points
outside of Staten Island along with significant
traffic congestion on Staten Island. The West
Shore Light Rail (WSLR), championed by SIEDC,
proposes to extend NJ Transit’s Hudson-Bergen
Light Rail system (HBLRT) over the Bayonne
Bridge and into western and southern portions
of Staten Island and connect to SIRTOA service
at the Richmond Valley Station. The goal of the
WSLR is to provide a means for West Shore and
South Shore residents to commute to Jersey
City and Manhattan without risking delays due to
events on highways, bridges, and tunnels.
In 2007, New York City reopened its Staten Island
freight rail line to New Jersey, completed a major
renovation of the Arlington Yards, reopened the
Arthur Kill lift bridge, and upgraded the freight
rail line known as the Travis Branch. This line
provides connections between West Shore
industrial properties and freight destinations
throughout the country.
Seventy-five percent of residents on Staten Island
travel to work by car, while 20% of Staten Island
commuters use public transit.
Census data show that average commute times
for Staten Island have risen over the past few
decades; in addition, a significant percentage
of the West Shore’s residents work on Staten
Island (35%-55%) or in Manhattan (20%-40%);
the rest work in other boroughs. Only 4%-10% of
residents work in New Jersey.

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Figure 3: Major Roadways and Bridges
Legend
Bridges
Expressway
Main Road
Bayonne Bridge
Goethals Bridge
West Shore Expressway
Outerbridge Crossing

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Figure 4: West Shore Transit Options
Legend
X22, X22A, X23, X24
Staten Island Railway
X17, X19
40, 90
X11, 62, 92
74, 84
89, X10, X12
78
Bus Routes
Railway
West Shore Light Rail
Proposed Transit

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3.2.3 Parks, Waterfront, and Open
Space
The West Shore contains a total of 3,215 acres
of park and open space (as shown in Figure 5).
Of these parks and open spaces, 2,200 acres
will be part of the future Freshkills Park, while
the remaining open space includes 174 acres of
private golf course and 841 acres are currently
public parkland. For comparison, New York City’s
Central Park is 845 acres. While the West Shore’s
parks are not contiguous, they provide vital green
space for residents of Staten Island.
The largest of these existing open space areas
are Clay Pit Ponds (265 acres), Bloomingdale
Park (138 acres), Saw Mill Creek Marsh (117
acres), and Isle of Meadows (100 acres). The
smaller of these are Pralls Island (89 acres), Old
Place Creek Tidal Wetlands Area (70 acres),
Meredith Woods (32 acres), Fairview Park (22
acres), and Arden Heights Woods (8 acres).
The overall conditions and services offered
in these parks and open spaces vary greatly.
Some of these parks and open spaces have
infrastructure such as pathways, playground
facilities, and restrooms while others have no
services or means of access at all. A few of the
services offered by the parks open spaces on the
West Shore include hiking, bike trails, equestrian
trails, playgrounds, and bird watching.
While connectivity and infrastructure may be
issues for parks and open spaces in the West
Shore, they can be resolved through strategic
planning. Thus making accessibility the greatest
underutilized public spaces within New York City’s
five boroughs.
Figure 5: Parks and Open Spaces
Freshkills Park
Freshkills Park is a project that will turn what was
once a landfill into 2,200 acres of parkland. The
park is split up into 7 different projects:
• North Park (233 acres) will contain mostly
wetland and meadows. This park is adjacent
to the Travis neighborhood and over looks the
William T Davis Wildlife Refuge.
• South Park (425 acres) will provide active
recreational space such as soccer fields,
equestrian facilities, and mountain biking
pathways. This park will also have picnic
areas as well as fields and pedestrian trails.
• East Park (482 acres) will be designed with
educational facilities and have specially
designed boardwalks and wetlands. This park
will also have space for golf, archery, frisbee,
and picnicking.
• West Park (545 acres) will have the area’s
largest mound. This area is planned as a
memorial site for the recovery efforts on
September 11th 2001.
• The Confluence is the waterfront recreation
hub of Fresh Kills. It is where Richmond
Creek and Main Creek come together and will
be designed as the waterfront hub of the park.
• Creek Landing (22 acres) will be designed for
waterfront activities. This area has a planned
esplanade, canoe and boat launches, a visitor
center as well as a restaurant, there will also
be parking in order to accommodate visitors.
• The Point (50 acres) will be designed to
accommodate sports fields, event spaces,
artwork, and educational programs. This area
also has a long promenade planned along
the waters edge that will be home to shops,
restaurants as well as an open-air market.
Old Place Creek
Saw Mill Creek Marsh
Prall’s Island
Meredith Woods
Island of Meadows
Clay Pit Ponds
Bloomingdale Park
Fairview Park
Arden Heights Woods
Freshkills Park

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3.2.4 Natural and Environmental
Features
Most of the study area consists of low-lying
freshwater and tidal wetlands which require
restoration and remediation prior to development.
Some plots of land also lie within flood zones
as designated by the Federal Emergency
Management Agency (FEMA). Although both of
these characteristics constrain development in
certain ways, there is potential to tie the West
Shore’s maritime and freshwater habitats to
the area’s rejuvenated image and to mitigate or
eliminate flood risk through the use of infill.
The West Shore has many brownfields, the
result of petroleum spills and contamination
from past industrial uses. The West Shore
Brownfield Opportunity Area, approximately 178
acres roughly bounded by Bloomfield Avenue
to the north and the West Shore Expressway to
the east, contains a number of petroleum bulk
storage facilities and a petrochemical spill site. In
addition, within the Rossville neighborhood, the
location of a former petroleum bulk storage and
distribution facility owned by Exxon Mobil has
been designated a Superfund site by the U.S.
EPA. The site is currently undergoing remediation
under the Resource Conservation and Recovery
Act (RCRA). Several other sites were identified
as superfund sites by the State in the past and
have been successfully remediated. As with
Freshkills Park, these remediated sites can
transform the West Shore into a positive example
of rehabilitation of once-toxic environments.
The study area’s waterways have also been
contaminated by prior heavy industrial uses. In
October 2012, approximately 300,000 gallons
of diesel fuel poured into the Arthur Kill during
Superstorm Sandy. This and other historical
accidents underscore the need for the West
Shore to invest in water quality improvement
measures. Figure 6: Brownfield Opportunity Sites
Brownfield Opportunity Areas
A highlight of the redevelopment of the West
Shore is the recent designation of a 179-acre
Brownfield Opportunity Area (BOA) in the
neighborhoods of Chelsea and Bloomfield.
Administered by the New York State Department
of State, this innovative program provides
technical support and grants to municipalities
for the preparation of plans to revitalize
property containing hazardous substances.
Known as “brownfields”, such sites often
require expensive remediation or mitigation
processes before development may occur, and
suffer from a perception of contamination that
discourages investment and can lower the value
of surrounding property. The designation of a
BOA on Staten Island’s West Shore in Fall of
2013 provides SIEDC with a $360,000 grant to
develop and execute redevelopment plans for
several industrial-zoned brownfield sites. This
includes assessment of levels of toxic substances
at each location, initiation of Environmental
Impact Studies, research on economic and
market conditions, and outreach to the West
Shore community. By completing thorough
environmental and economic reviews of each
brownfield, the plans will lower financial and
logistical risks to potential investors, and outline
next steps for property development.
The Brownfield Opportunity Area (Figure 6),
in tandem with SIEDC’s other progressive
development plans, will help to draw business
and investment to the West Shore by providing
clear strategies to turn brownfields into community
and economic assets. It further brands the area
as “green” and raises the perception of the West
Shore as an attractive location for industrial
development.
Legend
Brownfield
Opportunity Areas

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3.2.5 Infrastructure
Existing utilities available to Staten Island’s West
Shore include electric, gas, water, wastewater/
sewer, stormwater, and telecommunications.
Although these services exist, provision is
inconsistent as they are not currently supplied to
all areas of the West Shore.
The most critical infrastructural issue confronted
in the West Shore is the lack of stormwater
management and sewer systems. As a result,
residents and businesses in portions of the
West Shore face severe flooding issues in
times of inclement weather. The Working West
Shore 2030 (2011) identifies improvements to
sewer infrastructure in existing neighborhoods
and leverages future expansion of the system
with growth as a key strategy to strengthening
the West Shore. Similarly, the Stormwater
Management Framework for the Staten Island
West Shore (2013) develops a road map for
assessing stormwater management issues in
the northern portions of the West Shore where
industrial uses are agglomerated.
3.3 Review of Existing Case
Studies
Several reports have been produced to examine
the potential for growth in the West Shore (Figure
7). Each of these reports were done by large
consulting groups or city employees who took
a high-level view of the West Shore. While the
previous contributions have been incredibly
helpful in framing the context that Staten Island
exists within, this study of the West Shore is
highly dependent on stakeholder interviews,
extensive site visits, and reliance on local
expertise. To shape the recommendations, the
Capstone team spent time with local business
owners and residents who provided their
invaluable insight on their communities and the
particular hardships they face.
Figure 7: Summary of Existing Reports
Staten Island Green Zone Study (2011)
Parsons Brinckerhoff
▪ Best practices/case studies to guide development
▪ Need for partnerships with industries and local,
state, and federal government
▪ “Green” industry trends and marketing potential
Stormwater Management Framework (2013)
Crauderueff & Associates
▪ Lack of infrastructure (particularly sewage
management) on West Shore
▪ Need for comprehensive watershed-scale
analysis in area
Staten Island West Shore Industrial
Business Improvement District &
BOA Application (2014)
SIEDC
▪ Justification for investment in West Shore
▪ Implementation of IBID and BOA to provide
incentives for economic development
Working West Shore 2030 (2011)
NYCEDC & NYC Department of City Planning
▪ Long-term strategies for growth, improving
infrastructure, enhancing connectivity, and
strengthening community
▪ Maritime center in Arlington-Port Ivory
Vision 2030: New York City Comprehensive
Waterfront Plan (2011)
NYC Department of City Planning
▪ Enumerates priorities for NYC’s waterfront
▪ Calls for expansion of public access to water
▪ Discusses activation via economic development

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4.0 Vision
The proliferation of cities around the world along
with the continuing influence of globalization
have increased the spirit of competition between
metropolitan areas for talent and business. New
York City has harnessed its competitive nature
the build Manhattan’s reputation while leaving the
outer boroughs behind. Staten Island provides
unrealized assets in this global competition that
NYC’s competitors lack. With its combination of
open space, waterfront access, shovel-ready
sites, and access points to the continental U.S.,
the West Shore’s potential is unmatched in the
Tri-State region. It is imperative for the City to
take immediate action to utilize this undervalued
asset to strengthen its position as a leader among
competing global cities.
Staten Island is on the brink of a renaissance
that will transform the way New Yorkers view the
borough. Staten Island has a historic past with a
proud population who can easily list the benefits
of the Island, not such an easy task for the rest
of the metropolitan region. With projects like
Freshkills Park and the St. George Waterfront
Redevelopment, the perception of what the
borough has to offer will never be the same.
Through this array of developments, the residents
of Staten Island will encounter new, well planned
development that will change their perception of
the community. The Island must not shy away
from this impending renewal, preventing them
from seeing the opportunity hidden in the West
Shore’s natural assets.
This proposal for the West Shore envisions
these challenges as opportunities to encourage
smart, sound development that will benefit Staten
Islanders and raise the borough’s standing
throughout the region. The ultimate objective of
this report is to represent the West Shore not only
4.0 Vision

14
4.0 Vision
as a beloved residential community, but also a
vital asset to the economy of New York City as
well. The proposed rejuvenation of long-neglected
sites on the West Shore will play an integral role in
reshaping the perception of Staten Island by New
York, the region, and beyond.
Staten Island’s natural geography as an island,
often perceived as an impediment to development,
provides the ideal conditions for productive land
uses that are no longer viable in other boroughs.
The growing industrial opportunity in the City
and the inability to saturate the demand for the
additional space underscores how crucial the
development of the West Shore is to the health of
the City’s economy. The proposals outlined in this
report are intended to prevent the relocation of
necessary and productive businesses and to avert
the outflow of thousands of jobs from the City.
The plan encourages the development of living
wage employment no longer viable in many
parts of the City. This is an opportunity for the
City to reclaim a critical asset in the develop-
able areas of the West Shore, adding another
growth engine to the regional economy. The
economic opportunities on Staten Island can help
strengthen the middle class in New York City
while also opening up green industries to help
meet the City’s sustainability goals. The increase
in the amount of jobs created on Staten Island
will not only dramatically decrease the infamous
commute of residents of the borough, but open
up new housing opportunities to help the City
stay affordable for its current residents and future
population growth.
This report identifies several areas that are
crucial to the vitality of the West Shore. These
clusters of development will build on the unique
characteristics of their respective surrounding
communities, and cultivate a perception of the
West Shore that aligns with the values of its
residents and increases the area’s visibility. They
are symbiotic to the economic success of the
borough and the health of the City’s economy.

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This report believes the West Shore of Staten
Island is due for an economic renaissance. Given
its strategic advantages discussed below, along
with regional and national trends, there are many
opportunities for increased business activity and
employment growth on the West Shore. This
increase in production is not only vital for the
economy of the borough but for the entire City as
Staten Island grows into an integral gear in the
metropolitan economic framework.
5.1 Economic Condition Analysis
The current economic activity on the West Shore
is diverse and sporadically located. In order to
expand the business profile on the West Shore
we aim to highlight some of the hurdles and
opportunities the study area currently holds.
This existing condition analysis should also help
to identify industries or sectors that would be
appropriate for the West Shore.
5.1.1 Workforce
One of the biggest restrictions to economic
expansion of the West Shore is the limitations on
the labor force. Staten Island is least populated
borough in the City, and with its geographic
situation makes commuting to businesses there
prohibitively expensive.
Staten Island is not the most competitive for
highly skilled employees. While it edges out
a couple of boroughs with a great occurrence
undergraduate degrees, most of the highly
educated workers on Staten Island make the
commute into Manhattan for employment. And
while Staten Island is not typically seen as an
undereducated borough, it should be seen as an
oversupply of potential workers in middle income
employment sectors. Currently, most of these
residents with a high school education or
lower move into the low paying retail sectors
as indicated in the next section. This is an
underutilized asset for the West Shore to explore.
5.1.2 Existing Businesses
The industrial makeup of the West Shore
shows some strengths compared to the other
boroughs of New York City. As indicated below
most noticeably in transportation/warehousing,
construction, and retail Trade. Further a
comparative analysis of individual sectors with
the comparable industrial areas throughout the
City indicate that the West Shore excels in the
following areas:
• Utilities
• Building Materials
• Arts/Entertainment/Recreation
• Insurance; and
• Legal Services.
The diverse mix of prominent industries on the
West Shore indicates aggregation conditions that
make it suitable for manufacturing growth.
5.2 Strategic Advantages of the
West Shore
New York City is facing an unprecedented
resurgence of economic and population growth,
little of which is trickling down to Staten Island and
more specifically to the West Shore. This rebirth
of the urban cities have left their peripheries
to fend for themselves as attention has mainly
been paid to central cities and the emphasis on
downtown revitalization. We are witnessing the
5.0 Industrial Competitive Advantage
5.0 Industry Competitive Advantage
start of a shift in the paradigm of city revitalization
with the new administration and the focus of
middle income, outer borough employment.
Increasing rents throughout the city and the
explosion of the residential real estate market
makes industrial activity prohibitive in the
boroughs of Manhattan, Queens, and Brooklyn.
The remedy for manufacturing businesses is to
flee to the outskirts of these boroughs with the
constant fear that this may only be a temporary fix
to their rent problem. While this may appear as an
imminent threat to the West Shore, this change
must be seized for the benefit of the West Shore
as the final respite of industrial activity in New
York City.
Figure 8 indicates Staten’s Island importance
to the resurgence of industrial activity in New
York City. Over the past 10 years, much of the
industrial space in the other four boroughs
has been rezoned to residential uses. Today,
30 percent of all industrial land is found on
Staten Island, providing the last hope for a
development of the middle class. The new
growth of employment on Staten Island offers
a unique opportunity for the City to encourage
more housing development on Staten Island in its
attempt of achieving 200,000 units of affordable
housing. This housing stock, along with ample
new employment opportunities, is a recipe for
successful personal and community development
for the City’ residents.
While the West Shore continuous to face
competition from comparable industrial areas
in the metropolitan region, the West Shore
must promote its unique assets to support the
continued growth of the employment base in the
Borough and the entire city. Its proximity to the
transportation assets such as highways and

16
freight rail allows the exportation of goods to
other regions of the country will still maintaining
proximity to one of the largest metropolitan
markets in the United States. Further its location
to the Howland Hook Terminal and the future
Marine Terminal freight site provides additional
benefits to industrial production that can satisfy
the consumer needs of New York City and the
rest of the United States.
One of the greater inhibitors to industrial
expansion is the difficulty of getting employees
to Staten Island businesses. The borough is by
far the least populated in New York City and its
geographic isolation makes it near prohibitive for
residents of other boroughs to commute onto the
Island. The current labor force aptly adheres to
the industrial needs of the proposed businesses
below. Further the growing immigrant population
on Staten Island provides the entrepreneurial
spirit required of many advanced production jobs,
as has already been seen on Staten Island.
The sections below will further review the
opportunity industries that would be best suited
for the West Shore and identify the characteristics
of these sectors that appeal to the goals of SIEDC
and NYC.
5.3 Future West Shore Economy
The future of the West Shore Economy is
dependent on the regional and national economy.
While its proximity to New York City along with
dedicated developable land make it a prime
center for industrial activity and global trade.
The plan outlined in this report aims to build off
the momentum of city trends, utilize the STEM
and design industries in Manhattan to allow
for the proliferation of these creative industries
throughout the West Shore Site.
These industries are aimed at export potential
activities to capitalize on the numerous freight
capabilities in the Green Zone. The Empire State
Figure 8: Staten Island’s Industrial Competitive Advantage
30%
Industrial
Land
5%
of population
Staten Island
(largest) in NYC
BX
MN
BK
QN
10%
New York City
Industrial Land
(2000-2013)
(ex:10% Residential = 370,000 Units)
middle
class
jobs
( )

17
legal system. These companies’ production
models also rely on higher technological methods
which benefit with their location to the genesis
of these techniques. Lastly this industry also
depends on a higher educated workforce and
provides better wage positions. With their added
value in intellectual rights and high quality
output, these firms have a profit margin able to
withstand the higher than average business costs
associated with locating in NYC.
Another target for business opportunities on the
West Shore include those that build off the legacy
industries of the City. These historic industries
still have a strong presence today including
fashion, finance, real estate, manufacturing,
food production, and media. This should
also incorporate promising future industries
targeted by the City including biosciences, clean
technology, energy, and higher education. The
location of a specialized training school in the
available commercial space on the West Shore
would add a critical growth engine in the region.
Building on the Consumer City growth theory
of NYC that says high income individuals
are selecting to live in urban places at more
advanced stages in life, indicates opportunities for
business attraction to the West Shore. This trend
incorporates a higher income demographics to
city centers who have indicated a consumption
demand for products produced locally, even at
higher prices. Potentially emerging industries
include food producers, beverage warehouses,
and building construction including modular which
would be mutually beneficial for the borough and
the City in addressing the housing crisis.
In tandem with these growth industries, the
borough should focus on improving its tourism
industry with the opening of Freshkills along
with the numerous other outdoor recreation
opportunities. This could include increasing the
amount of micro-hospitality providers to draw on
this higher income crowds.
Development agency provides large incentives to
businesses that can export their products outside
the state and even the country. The West Shore is
in the best geographic position in the entire State
to take advantage of this business assistance.
Further with the recommendation of establishing
a robust Foreign Trade Zone in the Bloomfield
section of the study zone, there will be ample
opportunities for increased economic activities.
Finally with the emphasis of the new mayoral
administration there will be an extra push from
the City EDC to provide training, incentives, and
business assistance to industries that provide
middle income, manufacturing employment.
Coupled with the increase in industrial rent in the
other boroughs, there is a strong case to make
to the Economic Development officers of the City
to concentrate growing manufacturing industries
along the West Shore
5.4 Targeted Industries
As mentioned above, there are many
characteristics of the West Shore that make it
a very promising place to conduct business for
a certain industries that should be the focus
of future economic development efforts. A
rigorous study has been conducted of industry
trends, economic shifts, leakage analysis, and
competitive advantages. This analysis, along with
an extensive review of the existing conditions
study of the West Shore, has derived some
concrete conclusions.
Industries that would be advantageous to move
to Staten’s Island emerging economic hub should
be larger in their operation scope. While massive
manufacturing operations are generally better
off pursing lower wages in developing countries,
there is still a sizable group of industries that
prefer to produce their goods domestically. This
includes advanced industries that are heavily
dependent on America’s intellectual protection
Finally a large potential growth sector is green
technology and clean energy. Already making a
sizable presence on Staten Island, this industry
is positioned to experience explosive growth as
the impact of global climate change ring loud
in the Sandy affected region. There are major
pushes to find more energy efficient technologies,
requiring public, private and educational partners
to collaborate to build appropriate space for these
innovations to take place.
Below are a few of the particular industries we
would like to highlight as having strong potential
growth on the West Shore.
5.5 Highlighted Industries
5.5.1 Manufactured Housing
Industry Description
Manufactured housing or sometimes referred
to as modular or prefabricated housing is the
process of building housing units or major
components off site in an indoor, climate
controlled setting. These components of a
housing units are shipped on site where they
are assembled. Housing build via this method
is stronger, more accurate, and reliable without
the threat of construction delays. This method
of production is also considered more efficient
as less waste byproduct is produced due to its
controlled setting.
Commonly this industry is thought of as mobile
home production, but technological advances
has allowed for large multifamily buildings to be
constructed to heights over 30 floors located at
the Barclay Center in Brooklyn.
As of May 2012, there are 122 home building
facilities employing 75,000 full-time U.S.
employees who building over 50,000 homes in
2011. Even in a struggling housing market, the
national growth rate for manufacturing homes has
risen over 30% per annum the past several years.

18
Benefits of the West Shore
The new mayoral administration has a strong
emphasis on the issue of inequality in New York
City during his campaign. The mechanism to
address this disparity is through the creation
and preservation of 200,000 units of affordable
housing over the next ten years. To meet this
ambitious goal private and public developers of
new units have insisted that they need to find
ways to reduce costs for construction. A major
cost reduction modular housing presents the real
estate market is reliability to produce on time
despite external conditions (weather, construction
site management, unforeseen hurdles, etc).
Currently there is only one modular home
manufacturer in New York City is Capsys located
at the Brooklyn Navy Yards. They are responsible
for constructing the modular units at the Barclay
Center and have met capacity at their limited
facility at the BKNY. A needed expansion of
their business would be very viable on the West
Shore where there is plenty of developable,
built to suit space along with its proximity to
the flourishing residential housing market. In
addition their facility can only produce units up
to 13 feet in height, which is satisfactory for the
current demand for affordable units. In the future
developers have indicated interest in using this
method of construction for market rate and high
end residential, which will require greater ceiling
capacities.
5.5.2 Food Production
Food processing industry is broad and has
a stable presence in New York City. Typical
activities in the food processing include canning,
packaging, refining, and baking. This industry
has typically stayed local to the production of raw
products, but with the rising average incomes in
metropolitan regions along with demand shifting
towards locally produce food, the industry has
shifted towards more of an urban production
mechanism. Along with the entrepreneurial rise
in the art of food, producing indicates a positive
opportunity for growth on Staten Island.
New York City has a flourishing food industry as it
is known worldwide as a culinary center, but this
industry goes beyond the fancy restaurants. In
addition to the Michelin Rated restaurants, there
are entrepreneurs who aim to start their own food
brand and need locations to develop their product
and produce those products.
Food production has some unique aspects that
makes it geographic shift to the West Shore
particularly attractive for emerging businesses in
this industry. First with the phase out of Industrial
Business Zones in North Brooklyn and Long
Island City where food production has flourished
over the past decade, there is a threat that they
will be forced out of their industrial locations.
Staten Island, while further isolated from the
large populations in the other four boroughs, still
provides better alternative than outer Queens
and Brooklyn which have limited room for
accommodating this cluster opportunities. These
small-medium sized businesses have the ability
to experience economies of scale by locating in
one place, most appropriately on Staten Island.
There is ample infrastructure for truck freight
transportation, something that is difficult in
Brooklyn, Queens and Manhattan.
An additional benefit for locating a large amount
of local food production businesses on the West
Shore is the importance that the industry plays to
the entire New York City economy. First this would
improve the brand image of the West Shore,
cementing its title as the “Bread Basket” of the
metropolitan area. Second, the production of food
on Staten Island improves the argument of how
important low tolls on the Verrazano-Narrows is
not only to the vitality of the business on Staten
Island, but also for the food supply to the entire
City.
5.5.3 3D Printing
The emerging industry of 3D printing is the ability
of advanced printers to create three-dimensional
objects by applying many layers of a particular
material. While the amount of materials that
may be used for 3D printing has expanded
overtime, the most common type of materials
are thermoplastics and some metals. Many
analysts predict this sub-sector can become a
major disruption to the entire manufacturing field,
as small scale production artist become more
popular.
This technology advance decreases costs for
current industrial manufacturing businesses
by allowing for rapid, small bulk purchases
of materials for consumption items. Before
expensive foreign producers would have to
build these specialized products increasing the
cost and the time these products take to get
to market. This industry has the ability to bring
manufacturing back to the United States in a
big way. Credit Suisse just issued a release
correcting a previous report projecting 3D printing
to be a $175 million industry in 2016, to an $800
million industry in just two years.
This report has promoted the expansion of
manufacturing activities on the West Shore given
current and projected future conditions. The
emerging field of 3D printing will not only play a
major role in this expansion but will likely put the
West Shore ahead of many other industrial areas
as these businesses can provide a much needed
service to production centers.

19
Creative centers such as New York City will
greatly expand their demand for 3D printers as
large portions of their populations are dependent
on design and artistic production. 3D printing is
more efficient as fewer materials are wasted in the
production process, further the Green brand of the
West Shore. These printing centers will always be
required to locate near these creative centers due
to just in time supply systems and transportation
costs. In addition, creating a center for 3D printing
on Staten Island can expand the ability for design
and creative centered college academia to take
place locally, opening up the opportunity for the
expansion of Universities on the Island.
5.6 Comparative Industrial Zone
Analysis
To gain a better understanding of the different
techniques the West Shore could utilize to
attract additional industrial activity, an in-depth
analysis of other successful industrial zones in
the City was conducted. A variety of sites were
selected with different characteristics to gain the
best understanding of what conditions industrial
businesses were operating under throughout
the metropolitan region. These seven industrial
areas were; Brooklyn Army Terminal (BAT),
Brooklyn Navy Yard (BKNY), Bush Terminal,
Heller Industrial Park, Jamaica Industrial Business
Zone (J-IBZ), Long Island City IBZ (LIC-IBZ), and
the North Brooklyn IBZ (NB-IBZ). The locations
of these industrial areas are shown in Figure
9. Table 1 at the end of this section provides a
detailed comparison of the industrial areas.
Some of these areas are envied throughout the
nation as an exemplar of successful industrial
revitalization while others are experiencing large
losses of employment from more prosperous
years of the past. Each of these areas provides
lessons for how the West Shore can successfully
compete in attracting businesses. The analysis of Figure 9: Tri-State Industrial Areas
Heller Industrial
Long Island
City IBZ
North
Brooklyn
IBZ
Brooklyn
Navy Yard
Bush Terminal
Brooklyn Army
Terminal
Jamaica IBZ
West Shore
Staten Island

20
Figure 10: Industrial Economic Activity Comparisons
the comparable industrial zones supported the
identification of the strengths and weaknesses of
the West Shore that will help identify the specific
businesses that should be sought after.
After visiting each of the sites, five main themes
emerged for how the West Shore could increase
industrial activity on Staten Island; density of
development, management, transportation, public
collaboration, and locational advantages. Brief
reviews of these lessons are below.
5.6.1 Density of Development
First, each of the sites exhibit different levels
density of industrial activity. Areas of historic
industrial activity that have renovated older
buildings (such as the BAT and Bush Terminal)
are able to attract businesses on the fifth or even
sixth floor of their buildings. These areas usually
involve more entrepreneurial businesses that
produce small products that don’t need to locate
on the ground floor for shipping purposes. The
IBZs also have a high level of density, but differ
in that they are small, individually owned property
that limits the ability for businesses to expand their
operations.
A closer look at the business activities of these
areas reveals the changing nature of industrial
zones. While there is an overall push throughout
the City for other uses in IBZs, the increased
presence of retail uses in industrial areas can’t
be ignored. Employees of these areas expect
more amenities in their immediate surrounding
environment, a prevailing demand of the younger
generations. The greater economic activity (as
shown in Figure 10) indicates that these areas
of higher density aren’t attracting larger tenants
and represent either shifts in retail presence
or the development of smaller, entrepreneurial
manufacturers. These small firms produce higher
quality products that have the ability to retail

21
Recapturing the West Shore5.0 Industry Competitive Advantage
at higher prices, thus producing the margins
necessary to make up for greater than average
rents.
5.6.2 Management
The second theme is the varying levels of
management between these areas. The level of
engagement from area management depended
on two main characteristics, the density of
development and excludability of the zones. The
uncontested leader in site management is the
Brooklyn Navy Yard Development Corporation
(BKNYDC). They play an active role in attracting
businesses, site development, employee training/
placement, business development, marketing and
tenant engagement through networking events.
The BKNY is fenced off from the rest of Brooklyn
and creates a strong sense of what the extent
of the BKNYDC jurisdiction is. Other notable
managers include Bush Terminal and Brooklyn
Army Terminal. While there are some objections
to the EDC’s management of BAT, they still play a
large role in attracting businesses and marketing
their current tenants. And a recent development
in the management of these sites includes the
Bush Terminal’s acquisition of Andrew Kimball,
former President of the BKNYDC, by Jameson
Properties to lead the revitalization effort at the
area now called “Industry City.”
5.6.3 Transportation
An obvious factor in industrial success is the
transportation network serving the area, a highly
volatile attribute between these zones. Some,
like Heller Industrial Park, have ample access to
highways that allow for the seamless use of large
trucks for freight transportation. Another important
aspect is the public transit serving these areas
for the employees commute. The most served
industrial areas are BAT, Bush Terminal, and LIC.
The least accessible area from the subway is
BKNY, who has found creative ways to get their
businesses’ employees to the Navy Yard. Through
a combination of multiple Citibike stations to a
deal with the MTA to operate a bus to through
the Yard, they have adequately supplied
transportation for their tenants without relying on
automobiles.
5.6.4 Public Collaboration
A crucial component of successful areas is their
collaboration with public agencies in the provision
of services that are crucial to successful business
operation. Some examples of these interactions
are evident; EDC’s management of BAT, the
freight ferry from Bush Terminal to New Jersey,
Industrial Business Zones, or the lease of city
owned land to BKNYDC. Other notable examples
of both successes and failure include open
space development. Sunset Park’s waterfront is
currently under redevelopment for a new park
while NB-IBZ has been waiting for the completion
of the Williamsburg-Greenpoint waterfront plan for
years.
5.6.5 Locational Advantages
Finally the different locations indicate what
competitive advantage these sites have over
their rival industrial areas. Each of the newly
renovated Brooklyn spaces are operating at
capacity mainly due to “emergence of the
borough of Brooklyn”. Many of these new
businesses are young-creative entrepreneurs that
are in abundance in Brooklyn. Other locational
advantages include LIC-IBZ’s location to
Manhattan and their ability to provide ready-made
building components, office furniture, or other
needs of the urban landscape across the East
River. The J-IBZ also maintains a very unique
locational advantage near the John F. Kennedy
Airport. This airport in southern Queens ships the
largest amount of air freight in entire nation. The
adjacent IBZ certainly builds off that asset.
Each of these themes have provided insight
towards developing a strategy for growing
the West Shore that are included in the
recommendations in subsequent sections of this
report.

22
Characteristics
Original Development Public (US Army) 1919 Public (US Army) 1806 Private Large Scale (Heller Inc.)
Ownership EDC (Public) BKNYDC (Lease w/ NYC) Heller Inc.
Management EDC (Off-site) BKNYDC (Lease w/ NYC) Heller Inc.
Responsibilities Ownership Involved Management Typical Management
Location Size 97 acres 300 acres 1517.8 acres
Leasable Square Feet 3.1 million SF 4.5 million SF 8.7 million SF
Buildings 2 buildings (8 stories each) n/a n/a
Jobs at this Location 2,700 6,400 12,973
Businesses 70 275 648
Zoning M2-1 M3-1 -
Sustainable Programs 50,000 SF solar project
Solar power lights, wind turbines,
on-site Co-Gen Plan, LEED Gold building
Solar power street lights
Assets
Security 24-hour security 24-hour security -
Employee Amenities On-site cafeteria, banking, day care Employment center Environmentally-upgraded buildings
Build to Suit Yes Limited Yes
Transportation Access to container shipping and BQE Access to water shipping and BQE Interstate 95
Parking Free Charge Free
Open Space n/a n/a n/a
Leasing
Rental Cost $8-12/SF $15-20/SF $8/SF
Anchor Tenant(s) Jacques Torres & Mr. Chocolate, NYPD Steiner Studios
Major Industries Fashion, manufacturing, beauty products Creative manufacturing, film, media Warehousing
Designated Zones Empire Zone, IBZ Empire Zone, IBZ FTZ
Recent Investments
Project #1
50,000 SF rooftop solar project
(2% of electricity need) $10 million,
EDC $2.65 million
Redevelopment of the open air building
for New Lab space
Project #2
Federal Tax credit for solar, Con Edison
gave $4.5 million of $191 million allocation
for ARRA
Construction of new industrial
building on pier
Project #3
PV feasible because electricity
more expensive
Interactive Museum on site
Catalyst Moment
NYC total renovation of site 1984,
~$100 million
1998, diversification
Industrial Areas: Brooklyn Army Terminal Brooklyn Navy Yard Heller Industrial Park (NJ)

23
Table 1: Industrial Area Comparisons
Private Large Scale (Irving T. Bush) Private Incremental Private Incremental Private Incremental
Industrial City Individual Property Owners Individual Property Owners Individual Property Owners
Industrial City Greater Jamaica Dev. Corp LIC Partnership EQVIDCO
Involved Management (on-site) Business Assistance Business Assistance Business Assistance
40 acres 87.6 acres 610.82 acres 828.3 acres
6.5 million SF - - -
17 buildings n/a n/a n/a
2,745 4,087 90,000 15,000
229 457 7,000 300/700
Industrial, Office & Retail M1 M1-3/M1-4, LIC Special Zone M3-1/M1-1
Renovation of building efficiency
One tenant obtained solar panels for the
roof of his building using grant
24-hour security No No No
Quarterly tenant mixers -
Subway access, LIC partnership,
business assistance
Subway access
Yes No No No
Access to container shipping and BQE Interstate 678 and JFK Shipping LI Expressway and Interstate 278 Poor road conditions
Charge Free Limited free Limited free
Bush Terminal Pier Park n/a Costal Area Queens n/a
$12-15/SF $16/SF $17/SF
MakerBot Industries Silvercup
Creative None
Metalwork, home and office supply,
furniture
Auto repair, food processing
Empire Zone, IBZ IBZ IBZ Empire Zone, IBZ, FTZ
Jamestown Properties 50% stake,
$100 million to renovate buildings;
$50 million for Sandy damage
Rooftop hydroponic farm
growing yearround
Open space improvement program n/a
Cleaning facades, shoring up basements,
utilities to roofs, upgrades to elevators
and windows
25% artists
New management: Andrew Kimball
North Brooklyn IBZIndustrial City Jamaica IBZ Long Island City

24

25
• Close proximity to a highway entrance/exit, as
the site should be accessible via the region’s
highway and/or local street network
• State of good repair of local streets, or the
potential for their improvement/enhancement,
as the site should have roads large enough to
accommodate heavy freight traffic in addition
to standard vehicles; if roads do not exist, site
should have the potential for their creation
(i.e. improvement of existing infrastructure, or
room to map new roads)
• Opportunities to streamline or increase
efficiency of access roads to site (e.g. one
way streets to two-way streets)
6.3 Infrastructure
Sites should have connections to the electrical
grid, sewer system, telecommunications grid,
water, etc. If connections do not exist, sites
should have the potential for their construction/
installation. Further, desired sites should be able
to connect to local infrastructure network with as
little difficulty as possible (e.g. topography/existing
use conditions are not prohibitive to installation).
6.4 Economic, Social,
Environmental, and/or Transit
Assets
Whenever possible, sites should be located near
or among areas of existing or potential activity,
development, or growth, to take advantage of
potential linkages to human capital, industry,
public transit, environmental benefits, raw
materials, etc. Sites should be strategically
located to leverage neighboring sources of labor,
capital, and materials. These community assets
are:
• Economic: presence of a thriving business
district; incentive zones (e.g. IBID, IBZ);
industries experiencing strong growth (“hot
spots”); tourist attractions
• Social: proximity to higher education
infrastructure; composition of potential labor
pool; skill sets of local population
• Environmental: attractiveness of surrounding
land; access to raw materials; presence of
amenities like parks and open space
• Transit-oriented: proximity to bus or transit
stops; potential for future transit growth (e.g.
rights-of-way)
6.5 Safety
Ideally, sites will be located in areas not directly
affected by conditions hazardous to health and
safety, or by nuisance industries.
6.6 Miscellaneous Site Amenities
After prior criteria have been satisfied, all other
site characteristics should be used to select the
most ideal locations for development.
6.7 Sites Selected
All sites considered were ranked in terms of
their catalyst criteria ratings (as shown in Table
3). From this process, four sites were selected
as opportunity catalyst sites: Chelsea, Travis,
Rossville, and Charleston. The location of the four
sites are shown in Figure 13.
To identify sites which hold the potential to
transform the West Shore, a rubric of criteria
(Table 2) was assembled and applied to locations
within the study area. Dubbed “catalyst” sites,
these areas are envisioned as potential nodes
for economic activity that will strengthen overall
industry on the West Shore. By developing
transformative spaces that create quality local
jobs and house the local labor force, these sites
will “catalyze” development and help to re-brand
the West Shore as a livable and industrially
competitive location.
Catalyst site criteria were classified into six
categories: physical conditions; traffic and
transportation; infrastructure; community assets;
safety; and miscellaneous site amenities.
Descriptions of each category and the elements
contained within follow below.
6.1 Physical Conditions of Site
Chosen sites should, whenever possible, lie
outside of flood zones, subsidence zones, or
landslide-prone areas. Sites should also require
a minimum amount of environmental remediation,
or fall within a brownfield opportunity area (BOA).
Sites should be large enough to accommodate
development of substantive projects or programs.
6.2 Traffic and Transportation
Sites should be in close proximity to major traffic
arteries and access points, or have the potential
for such connections. Existing conditions in many
areas of the West Shore—including a lack of
freeway exits and through roads, unpaved roads,
and roads unfit for heavy freight traffic—make
the area less desirable for industry. A strong
transportation network will increase land value
and accessibility. Desirable traits include:
6.0 Methodology and Site Criteria

26
Physical Conditions
Size
Adequate for substantive
program/project
More than 5,000 square feet
on contiguous plot
At least 5,000 square feet,
contiguous or non-contiguous
Less than 5,000 square feet,
contiguous or non-contiguous
Less than 5,000 square feet,
non-contiguous
Acres/building square footage > 5 acres 3 - 5 acres 1 - 3 acres < 1 acre
Dimensions -- -- -- --
Current use Existing structure(s) -- -- No structure(s)
Geography
Proximity to flood zone(s) Outside of FEMA flood zones
Within FEMA Zone X
(500-year event)
Within FEMA Zone A
(100-year event)
Within FEMA Zone V
(at risk)
Wetlands/protected space
No wetlands or protected
space
Minimal (up to 25%) wetlands
or protected space
Substantial (up to 50%)
wetlands or protected space
Mostly (>50%) wetlands or
protected space
Environmental quality
No air/water quality issues; no
remediation required
Minor air/water quality issues
and/or minor remediation
required
Significant air/water quality
issues and/or significant
Major air/water quality issues
and/or significant remediation
required
Zoning -- -- -- --
Traffic and Transportation
Access
Distance to highway < 0.10 mile < 0.2 mile < 0.5 mile > 0.5 mile
Parking availability Yes -- -- No
Truck access Yes -- -- No
Infrastructure
Access
Connection(s) to electrical grid Existing connection(s) to grid
Close proximity to access
point; connection requires
minimal investment
Connection requires
substantial investment in
infrastructure
Connection to grid requires
significant investment in
infrastructure
Connection(s) to sewer/
septic system
Existing connection(s) to
system
minimal investment
Connection requires
infrastructure
infrastructure
Connection(s) to gas
system
minimal investment
Connection requires
infrastructure
infrastructure
Connection(s) to water
system
minimal investment
Connection requires
infrastructure
infrastructure
Excellent Good Fair PoorRating and Criteria:

27
Table 2: Catalyst Site Rubric
Assets
Economic
Business district(s) Yes -- -- No
Incentive zone(s) Yes -- -- No
Cost per square foot -- -- -- --
Taxes -- -- -- --
Sale, lease, or rent -- -- -- --
Environmental
Brownfield opportunity area Yes -- -- No
Transit
Distance to transit < 0.10 mile 0.2 - 0.4 mile 0.5 - 1 mile > 1 mile
Safety
Hazardous Materials
Brownfields/industrial accidents
No industrial accidents; no
remediation required.
History of minor industrial
accident(s) and/or minor
History of significant industrial
accident(s) and/or significant
History of major industrial
accidents; extensive
Miscellaneous
Other amenities -- -- -- --
Rating and Criteria: Excellent Good Fair Poor

28
Travis Bloomfield
1900 South Avenue 501 Industry Road 364 Meredith Avenue 414 Spencer Street Showplace Plaza
219-295
Chelsea Road
Physical Conditions
Size
Adequate for substantive
program/project
Excellent
(2,308,680 sf)
Excellent
(371,600 sf)
Excellent
(40,509 sf)
Excellent
(19,900 sf)
Excellent
(149,802 sf)
Excellent
(80,000 sf)
Acres/building square footage 53/20,000 sf 8.5/35,770 sf 0.9/26,300 sf 0.45/3,000 sf 3.43/70,000 sf 1.8/2,100 sf
Dimensions Irregular Irregular Irregular 100 x 199 310 x 730 278 x 421
Current use Industrial Vacant Industrial Warehouse/Office Vacant Industrial/transportation
Geography
Proximity to flood zone(s) Fair (Zone A) Fair (Zone A) Fair (Zone A) Fair (Zone A) Fair (Zone A) Fair (Zone A)
FEMA flood hazard
High risk,
southern portion
High and
moderate risk
Wetlands/protected space Excellent (none) Excellent (none) Excellent (none) Excellent (none) Excellent (none) Excellent (none)
Environmental quality Excellent Excellent Excellent Excellent Excellent Excellent
Zoning M3-1 M2-1 M3-1 M3-1 M1-1 M3-1
Traffic and Transportation
Access
Distance to highway Good (0.2 mile) Good (0.2 mile) Good (0.2 mile) Good (0.2 mile) Good (0.2 mile) Poor (1 mile)
Parking availability Yes Yes (30 spaces)
Yes; depends
on structure
Yes (25 spaces) Yes (50+ spaces)
Yes; depends
on structure
Truck access Yes Yes Yes Yes Yes Yes
Infrastructure
Access
Connection(s) to electrical grid Excellent Fair Excellent Excellent Excellent Excellent
Connection(s) to sewer/
septic system
Excellent (Septic) Excellent (Septic) Excellent (Septic) Excellent (Septic) Excellent (Sewer) Excellent (Septic)
Connection(s) to gas Excellent Fair Excellent Excellent Excellent Excellent
Connection(s) to water Excellent Fair Excellent Excellent Excellent Excellent
Assets
Economic
Business district(s) IBID IBID IBID IBID -- IBID
Incentive zone(s) Green Zone Green Zone Green Zone Green Zone Green Zone Green Zone
Cost per square foot Depends on parcel Accepting offers Depends on parcel $60/sf $93/sf $35/sf
Taxes $311,000 $143,000 $7,000 $9,000 $375,000 $175,950
Sale, lease, or rent Sale; lease Sale Sale; lease Sale Sale Sale
Environmental
Brownfield opportunity area Yes Yes Yes -- -- Yes
Transit
Distance to transit Excellent (0.1 mile) Excellent (0.1 mile) Excellent (0.1 mile) Excellent (0.1 mile) Excellent (0.1 mile) Poor (1.1 mile)
Safety
Hazardous Materials
Brownfields/industrial accidents Excellent Excellent Excellent Excellent Excellent Excellent
Miscellaneous
Other amenities
650-ft dock facility;
rail line
-- Waterfront access -- -- --
Catalyst Sites:
Chelsea
Mix of high, moderate, and low risk

29
Recapturing the West Shore6.0 Methodology and Site Criteria
Table 3: Catalyst Site Selection
2777 Arthur Kill Road 2917 Arthur Kill Road
Industrial Loop
(Lot 505)
100 Winant Place 654 Sharrots Road 4465 Arthur Kill Road
Sharrotts Road
(Lot 50)
Excellent
(350,000 sf)
Excellent (50,000 sf;
26,000 sf; and
24,000 sf)
Excellent
(443,375 sf)
Excellent
(42,241 sf)
Excellent
(31,000 sf)
Excellent
(126,888 sf)
Excellent
(68,000 sf)
8/3,205 sf 1.15/10,000 sf 3.9/No structure 0.96/No structure 0.71/8,802 sf 2.9/10,500 sf 1.6/No structure
507 x 582 305 x 120 525 x 90 (Irregular) 136 x 320 141 x 223 550 x 392 443 x 182
Transportation/utility Manufacturing Vacant Vacant Warehouse/office Commercial Vacant
Fair (Zone A)
Good
(outside of zone)
Fair (Zone A) Fair (Zone A) Fair (Zone A)
Good
(outside of zone)
Fair (Zone A)
Excellent (none) Excellent (none) Excellent (none) Excellent (none) Excellent (none) Excellent (none) Excellent (none)
Excellent Excellent Excellent Excellent Excellent Excellent Excellent
M3-1, M2-1 M3-1 M3-1 M1-1 M1-1 M1-1 M1-1
Fair (0.25 mi) Excellent (0.1 mile) Poor (1.5 mile) Poor (1.35 mile) Poor (1.5 mile) Poor (1.5 mile) Poor (1.5 mile)
Yes (40 spaces) Yes (75 spaces)
Yes; depends
on structure
Yes (15 spaces) Yes (20 spaces) Yes (20 spaces) Yes (15 spaces)
Yes Yes Yes Yes Yes Yes Yes
Excellent Excellent Excellent Excellent Excellent Excellent Fair
Excellent (Sewer) Excellent (Septic) Excellent (Septic) Excellent (Septic) Excellent (Septic) Excellent (Septic) Excellent (Septic)
Excellent Excellent Excellent Fair Fair Excellent Fair
Excellent Excellent Excellent Fair Fair Excellent Fair
-- -- -- -- -- -- --
Green Zone Green Zone Green Zone -- -- -- --
$30/sf $39.50/sf Accepting offers Accepting offers Accepting offers $35/sf $28/sf
$68,000 $31,000 $9,000 $18,000 $37,000 $32,000 $51,000
Sale Sale Lease Lease Sale Sale Sale
-- -- -- -- -- -- --
Excellent (0.07 mile) Good (0.2 mile) Fair (0.5 mile) Good (0.3 mile) Good (0.2 mile) Good (0.2 mile) ( Excellent 0.04 mile)
Excellent Excellent Excellent Excellent Excellent Excellent Excellent
-- -- Waterfront access -- -- -- --
CharlestonRossville
Low risk; high risk on shoreline Low risk

30
Figure 11: Overview of Catalyst Sites
*
*
*
*
Chelsea
Rossville
Travis
Charleston

31
7.1 Chelsea
7.1.1 General Information
• Acreage: 63 acres (2,740,689 square feet)
• Current use(s): Industrial, warehouse/office,
vacant (zoned M3-1, M2-1)
• Site highlights:
• Access to Arthur Kill waterfront/dock
facility
• Adjacent to Staten Island’s freight rail line
• Underutilized
• Excellent access to West Shore
Expressway, South Avenue, and Chelsea
Road
• Distance from residential uses allows for
heavy/creative industrial development
• Access to gas, electricity, water, septic
• Within IBID/Green Zone
• Most of site within proposed BOA
The Chelsea site contains one of largest
assemblages of industrial plots on Staten Island’s
West Shore. Currently used for a variety of small-
scale industrial operations (including car storage
and general manufacturing), many plots have the
potential for more intensive, larger-scale industrial
or manufacturing tenants. Like much of the West
Shore, Chelsea is home to a mix of uses; the
West Shore plaza, a commercial development,
lies across the street from an active industrial site.
Chelsea also has several smaller areas of vacant
land. Though easily accessible via the West
Shore Expressway and the local street network,
much of the transportation infrastructure requires
improvement to accommodate truck traffic and
pedestrian uses.
7.0 Overview of Selected Sites
Figure 12: Chelsea Land Use and Zoning Map
M2-1
C4-3M3-1
LAND USE
ZONING
One & Two Family
Residential
Multi-Family Residence
(Walkup)
(Elevator)
Mixed Residential &
Commercial
Commercial Use
Industrial/Manufacturing
Transportation/Utility
Public Facilities &
Institutions
Open Space &
Recreation
Parking
Vacant Land
LEGEND

32
7.1.2 Vision
To this extent the vision for the Chelsea site has
three components:
• Establish a Chelsea Resource Recovery
Park to serve as an innovative, collaborative
anchor industrial tenant for the West Shore.
A Resource Recovery Park (RRP) accepts
reusable and recyclable materials, processes
them, and recovers their value by selling
them to companies and the public. Combining
waste reduction and recycling expertise
with industrial park development skills, RRP
businesses share space and warehousing,
operating equipment, facilities, maintenance
and repair services, advertising costs,
and other infrastructure. This encourages
resource sharing, creates managed
cooperation and competition, and increases
visibility. In addition, depending upon their
mix, operators may become suppliers to
each other, creating a flow of materials from
acceptance to sale. These types of combined
operations may attract more trade or create
new opportunities for growth.
A Resource Recovery Park makes sense for
Chelsea. The area has a strong history of
materials recycling and provides a valuable
and necessary service to New York City.
A RRP would emphasize the importance
of this industry, and provide existing West
Shore recycling tenants with expansion
opportunities. Chelsea’s position in New
York City would ensure a steady feeder
stream of materials, and the region’s
transportation network would facilitate pick-
up and drop-off of materials. Finally, the
RRP’s emphasis upon recycling and waste
reduction, in combination with complementary
development at other study area sites, could
be used to brand the West Shore as a green
industry incubator. The site lies within the
existing Industrial Business Improvement
District and proposed Brownfield Opportunity
Area, both of which can be leveraged as
marketing tools.
• Increase access to the Arthur Kill waterfront
for residents of the community of Chelsea.
Creating a promenade or green space
abutting the Arthur Kill on the RRP’s campus,
accessible via South Avenue, would provide
residents with waterfront access that currently
does not exist. RRPs commonly include
public amenities such as nature walks,
playgrounds, artist in residence and/or art
displays, incubators, and similar uses that
emphasize the park’s role in waste reduction
and recycling.
• Increase accessibility, visibility, and
functionality of the Chelsea area.
Improvements to pedestrian access between
West Shore Plaza and the community of
Chelsea (via South Avenue) could allow
residents to walk to the existing commercial
development, as well as make use of any
park or open space facilities at the Resource
Recovery Park. Sidewalks, street furniture,
and large signage on South Avenue and
Chelsea Road would raise the development’s
profile. In addition, a widening of Chelsea
Road to accommodate truck traffic would
improve the flow of drop-offs and deliveries to
businesses in the study area.
StrengthsWeaknessesOpportunitiesThreats
▪ Automobile Circulation
▪ Poor Road Conditions
▪ Public Transit
▪ Freight Line Access
▪ Distance from Residential
▪ Zoning Map Changes
▪ Flood Zone
▪ Competing Industrial Areas
▪ Large Scale Redevelopment
▪ Highway Access
▪ Intensive Industrial Zoning

33
Figure 13: Chelsea Conceptual Map
Open Space
Resource Recovery Park
Circulation Improvements
Industrial
LEGEND
Road Widening
Open Space

34
7.1.3 Chelsea Recommendations
C1 - Transportation/Circulation/Access
• C1.1: Collaborate with the New York City
Department of Transportation to widen
Chelsea Road to accommodate higher traffic
volumes and larger vehicles, which will
improve vehicular access to the site
• C1.2: With DOT, improve pedestrian
access to West Shore Plaza commercial
development and Resource Recovery Park by
widening and improving sidewalks on South
Avenue and Chelsea Road, adding signage,
adding street furniture, and improving
crosswalks
• C1.3: Work with DOT to remap Industry Road
to accommodate the Resource Recovery
Park and waterfront green space, which will
rationalize access
C2 - Open Space
• C2.1: In collaboration with the New York City
Parks Department, provide public access
to the Arthur Kill waterfront in Chelsea by
establishing a greenway, promenade, or park
on the Resource Recovery Park campus
C3 - Economic Activities
• C3.1: Incentivize Chelsea as a location for
a Resource Recovery Park, which will serve
as an anchor industrial tenant for the West
Shore and draw attention to the area as a
green industrial development, by emphasizing
its location within the Staten Island Industrial
Business Improvement District and Brownfield
Opportunity Area
• C3.2: Continue to encourage small-scale
industrial and manufacturing on Spencer and
Meredith Streets, and identify existing tenants
who may wish to participate in the RRP
C4 - Land Use
• C4.1: Maintain current zoning designation of
M3-1 on the Resource Recovery Park site
• C4.2: Petition DCP for a zoning map
amendment to the Chelsea shoreline to
accommodate a new greenway, promenade,
or park on the Resource Recovery Park
campus, adjacent to the Arthur Kill

35
7.1.4 Chelsea Action Projects
Chelsea Resource Recovery Park
Project Context
Chelsea’s large assemblage of underutilized
industrial land, and access to Staten Island’s
highway and street network, make it an excellent
location for an anchor industrial operation for the
West Shore. The ideal tenant will make full use of
the available site, either via a single, large-scale
use, or the assemblage of several medium- to
small-scale businesses. The anchor tenant should
attempt to leverage the West Shore’s growing
“green” reputation, and if possible, provide
opportunities for growth of existing industrial
businesses on the West Shore and entry of
new ones. Increasing the intensity of use at the
Chelsea site will raise the visibility of the West
Shore as an industrial destination, and may attract
more trade.
Proposal
Chelsea is an ideal location for a Resource
Recovery Park (RRP) that will accept reusable
and recyclable materials, process them, and
recover their value by selling them to companies
and the public. Several individual manufacturing
and recycling tenants will share space and
warehousing, operating equipment, facilities,
maintenance and repair services, advertising
costs, and other infrastructure. A combination
of waste reduction and recycling expertise with
industrial park development skills, the RRP will
concentrate tools and expertise in one location,
facilitating resource sharing, creating managed
cooperation and competition, and increasing
visibility. Depending upon the mix of tenants,
operators may become suppliers to each other,
creating a flow of materials from acceptance to
sale. These types of combined operations may
create new opportunities for growth, encouraging
the development several resource “loops” that
combine reclamation, processing, and resale in
one location.
A RRP makes sense for the West Shore for
several reasons. The area has a strong history
of materials recycling, providing a valuable
and needed service to New York City. A RRP
will emphasize the importance of this industry,
concentrating operators in an innovative,
attractive, and accessible campus. It will also
provide existing West Shore recycling tenants with
expansion opportunities. Chelsea’s position in
New York City ensures a steady feeder stream of
materials, and the region’s strong transportation
network will facilitate easy pick-up and drop-off of
materials, and provide access to resale material
to the public. In addition, the Resource Recovery
Park’s emphasis upon recycling and waste
reduction, in combination with complementary
development at other study area sites, can be
used to brand the West Shore as a green industry
incubator. Finally, the site lies within the existing
Industrial Business Improvement District and
proposed Brownfield Opportunity Area, both of
which can be leveraged as marketing tools.
Strategic Implementation
To prepare the site for the Resource Recovery
Park, SIEDC should identify the current owners
of land parcels at the Chelsea site and the means
to acquire or transfer land to the jurisdiction of
a single private entity. A review of the extent of
existing infrastructure (including gas, electricity,
water, telecommunications, etc.) will identify gaps
in coverage and highlight areas that require further
investment. SIEDC should canvass existing
recycling and resource recovery tenants on the
West Shore looking to expand, who might serve
as initial tenants in the RRP. Next, SIEDC should
release a Request for Proposal (RFP) to design
and manage the Resource Recovery Park site.
Meetings with local elected officials, Community
Board 2, and existing businesses/residents will
be necessary to present the RRP project, collect
stakeholder input, increase visibility, and brand the
project as an innovative economic and community
asset for the West Shore. Finally, SIEDC will
select a final RFP respondent, and submit a
proposal to the City for ULURP approval.

36
Waterfront Access and Improvements to
Circulation
Project Context
The Chelsea study area, like several places on
Staten Island’s West Shore, lacks public access
to the Arthur Kill waterfront. Shoreline properties
have the potential for use as parks, promenades,
or recreational areas, increasing outdoor green
space for residents of Chelsea and bolstering
the West Shore’s “green” image. Streets in the
study area -- especially Chelsea Road -- also lack
basic infrastructure, are in poor condition, and are
too narrow to comfortably handle high volume or
truck traffic. In addition, creating a promenade or
green space abutting the Arthur Kill on the RRP’s
campus, accessible via South Avenue, would
provide Travis residents with waterfront access
that currently does not exist.
Proposal
Creating a promenade or green space abutting
the Arthur Kill on the Resource Recovery Park’s
campus, accessible via Chelsea Road, will
provide Travis residents with waterfront access
that currently does not exist. RRP’s commonly
include public amenities such as nature walks,
playgrounds, artist in residence and/or art
displays, incubators, and similar uses that
emphasize the park’s role in waste reduction
and recycling. As the site will not accept garbage
or household waste, the co-location of these
amenities with the RRP is much more palatable
to the public, and will reinforce the West Shore’s
image as a center for “green” industries.
Improvements to transportation infrastructure
to the Chelsea study area, including sidewalks,
street furniture (e.g. benches, light posts), and
large signage for the RRP on South Avenue
and Chelsea Road, will raise the profile of the
Resource Recovery Park. In addition, widening
streets in the study area, especially Chelsea
Road, will raise the profile of the Resource
Recovery Park. In addition, widening streets
in the study area, especially Chelsea Road,
to accommodate higher volumes of traffic will
improve access to businesses in the study area
and the waterfront.
Strategic Implementation
To prepare the waterfront for development as a
park or promenade, SIEDC should petition the
New York City Department of City Planning for
a zoning map amendment to rezone parcels
adjacent to the Arthur Kill as parkland. In tandem
with Community Board 2, SIEDC can bring the
proposed change to DCP, which will begin the
ULURP process. Then, working with the Parks
Department, planning and design of the green
space can begin.
To improve circulation and functionality at the
site, SIEDC should meet with the New York City
Department of Transportation to introduce the
proposal to widen Chelsea Road and upgrade
transportation infrastructure. Opportunities to fund
the improvements should be discussed with the
DOT.

37
7.2 Travis
7.2.1 General Information
• Acreage: 22 acres (958,320 square feet)
• Current use(s): Commercial, vacant (zoned
M1-1)
• Site highlights:
• Access to Victory Blvd and West Shore
Expressway
• Adjacent to historic residential
community; “Main Street” pride
• Large vacant lot currently used for
parking
• Underutilized commercial area
• Close to public transportation
• Adjacent to open space/Freshkills
• Access to gas, electricity, water, septic
• Within IBID/Green Zone
The site is adjacent to the historic residential
community of Travis, and has the potential to
become a vibrant Town Center. Its assemblage of
vacant lots, which are currently used for parking,
allow for substantial commercial or mixed-use
development. Transportation infrastructure at
the site requires improvement to accommodate
higher volumes of vehicular and pedestrian traffic.
Figure 14: Travis Land Use and Zoning Map
R3-2
C1-2
R3-A
M2-1
C1-2
C2-1
LAND USE
ZONING
One & Two Family
Residential
(Walkup)
(Elevator)
Mixed Residential &
Commercial
Commercial Use
Industrial/Manufacturing
Transportation/Utility
Public Facilities &
Institutions
Open Space &
Recreation
Parking
Vacant Land
LEGEND

38
7.2.2 Vision
To this extent the vision for the Chelsea site
capitalizes on:
• Establish a Town Center to serve the
community. The site’s proximity to the
residential neighborhood of Travis makes it
an excellent location for the development of
a mixed-use Town Center, which will increase
density, create new jobs, and provide more
services for residents. A Town Center will also
provide the community with a gathering place,
and further strengthen the neighborhood’s
identity. In addition, the future West
Shore Light Rail includes a stop at Victory
Boulevard, which will increase the demand for
commercial and open space.
• Enhance the safety and walkability of the
neighborhood. Improvements to circulation
are necessary to create walkable, safe, and
pedestrian-friendly streets and open spaces.
These include upgrades to Beresford Road
and the creation of a network of open spaces
near streets and buildings. Attractive and safe
pedestrian amenities, including sidewalks,
crosswalks, landscaping, and lighting will
improve the area’s character, charm, and
accessibility.
StrengthsWeaknessesOpportunitiesThreats
▪ Automobile Circulation
▪ Poor Road Conditions
▪ Pedestrian Disorientation
▪ Community Center
▪ Public Transit Hub
▪ Versatile Land Uses
▪ Retail Market Saturation
▪ Zoning Map Changes
▪ Flood Perception
▪ Above Flood Zone
▪ Vacant/Underutilized Land
▪ Open Space Access
▪ Highway & Bridge Access
▪ Staten Island Light Rail

39
Figure 15: Travis Conceptual Map
Beresford Avenue Commercial & Open Space
Open Space
Pedestrian Path
LEGEND
New Traffic
Pedestrian Path
Building Footprint
Parking Garage
Open Space

40
7.2.3 Travis Recommendations
T1 - Transportation/Circulation/Access
• T1.1: Convert Beresford Avenue into
active green space / buffer zone between
commercial space and residential houses
• T1.2: Enlarge the median island of Beresford
Avenue and create two way street to improve
access
• T1.3: Redesign the traffic network to facilitate
movement for new development
• T1.4: Add lane markings on the Beresford
Avenue and new developed road: 11 feet for
moving lane and 8 feet for parking lane
• T1.5: Extend sidewalk, add new crosswalk,
pedestrian scale lighting and street furniture
to encourage pedestrian activity
T2 - Open Space
• T2.1: Develop the open space serving for the
commercial and residential in this community
• T2.2: Create public plaza between the
commercial buildings
• T2.3: Create connections and pedestrian path
between the open spaces and plazas
• T2.4: Add planters, city bench, trash
receptacles, newspaper corrals to create a
cohesive pedestrian environment
T3 - Economic Activities
• T3.1: Develop new commercial buildings to
brand and create a “Town Center”
• T3.2: Attract developers and businesses
• T3.3: Develop grocery store, restaurants,
entertainment and recreation opportunities to
improve services for the community
• T3.4: Create opportunities to promote
development of business
• T3.5: Support existing tenants by providing
financial assistance for necessary building
upgrades to meet requirements
• T3.6: Create more labor opportunities to
improve economic activity
T4 - Land Use
• T4.1: Maintain current commercial use
• T4.2: Rezone vacant lots for commercial use
and open space

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