A reverse site selection method for redeveloping Brownfield properties

1. National Brownfield Conference 2011 Location Selection and the “Right Site” Connecting Communities and Brownfield Properties to End Users April 5, 2011

2. Introduction to Location Strategy What is Site Selection? Are we selecting a site,…. ….Or a home for a business Location In a Business Context

3. The Evaluation Process A Business-Based Process The Location Process allows companies to define their business needs and then narrow the list of candidates based upon best-fit. A business-based methodology matches companies to locations that will meet their needs for the long-term.

5. Proximity to key partners or clients

6. Logistics and shipping concerns

7. Key labor requirements and recruitability

8. Facility, space, and layout requirements

9. Business continuity factors

10. Cost and availability of corporate capital

11. Competitive and Market factors

12. Regulatory concerns

13. Infrastructure requirements

14. Transitional or implementation requirements

15. Preferred or most applicable incentives requirements

16. Real or perceived barriers to consolidation

18. Is This an Opportunity? Challenge: How can your brownfield sites apply this process to bring new investment/development to the site or community?

19. How do we match site (and community) strengths to the needs of business? Investment Attraction Strategy Understand the needs of the market

20. Understand the link between site attributes and business needs Investment Attraction Strategy Reverse Site Selection

22. Older infrastructure

23. Image and perception

24. Site layout and access

26. Proximity within key markets

27. Access to other economic partners

28. Additional financial incentives

30. Are there existing buildings that can be adapted and re-used? What is the status of existing infrastructure/utilities

31. What are the known (or suspected) environmental liabilities?

32. What is the existing zoning and allowable uses?

34. This then gives a basic definition of the ingredients that may be combined to develop the strategy to qualify and attract end-users

36. What are the greatest pressures and opportunities facing the industry

38. What are the roadblocks keeping these companies from changing to meet new business demands

39. What is the market risk associated with each opportunityIndustry Selection and Profiling Identifying the Likely Suspects What is the match between the Site and Target Users?

41. Is the plan financially (and politically, organizationally, etc) feasible

43. Financing plan (both public and private)

44. Remediation and Infrastructure plan

45. Conceptual (schematic) development plan

47. Focus on end-user/build to suit developers (instead of “buy and flip”)

48. Focus on long-term use opportunities, not flavor of the month

49. Both community and developer incentives should be tied to key performance metrics ensuring beneficial relationships

50. Environmental liabilities should be seamlessly allocated

51. Public sector commitments should be realistically incorporatedPutting it all Together

52. Thank you Very much Chris Steele Phone: (617) 314-6527 Email: chris.steele@cwsgrp.com