User Solutions for Brownfields

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A reverse site selection method for redeveloping Brownfield properties

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User Solutions for Brownfields

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

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