Transcript of Preston S. Gilbert ESF Program Coordinator Community Redevelopment SUNY System Fellow.
- Slide 1
- Preston S. Gilbert ESF Program Coordinator Community
Redevelopment SUNY System Fellow
- Slide 2
- What is a Brownfield? Brownfield = real property whose
expansion, redevelopment or reuse is complicated by the perceived
presence, potential presence or real presence of a hazardous
substance pollutant or contaminant. Old Paradigm - Remediate and
isolate New Paradigm - Remediate and integrate Now the goal is to
have a plan and strategy for the site and its relationship to
everything around it as well as have a plan for the area itself.
This applied to Brownfield sites initially but now it even applies
to Superfund sites
- Slide 3
- The Formula Driving Project Development Contaminant Conditions
/ Remediation Requirements + Conditions to Effect Change +
Strategic Decision Making / Targeted Redevelopment = Community
Regeneration
- Slide 4
- Considerations Before Proceeding Be prepared to go through an
elaborate planning process. What sites do we have and where are
they? What is our plan for the site and neighborhood? Where (and
how) are we going to do it? What is it going to look like and who
is going to do it? Whatever we do... are we prepared to do the
things we need to do to pay for it? Exactly what are the
contaminants, where are they and how extensive are they? What has
to be done to clean the site so that it is useable to meet our
intended plan; are we willing to do it? With all the above pieces
in place... what do we need to do to follow the plan, get the
funding and implement the strategy and the design?
- Slide 5
- CERCLA CERCLA of 1980 (Comprehensive Environmental Response,
Compensation and Liability Act) Established the NPL list and
Superfund Program. Established public policy linking liability to
ownership and cleanup regardless of whether they had any role in
contaminating it in the first place. This was a fundamental change
in development; it set in motion the array of legal incentives,
programs and planning process that is todays Brownfields
program.
- Slide 6
- Legal Foundations of Liability for Brownfields The Torte of
Nuisance: interference of land use with adjacent property or the
property owned by the purchaser as a result of the contamination.
The Law of Trespass: the condition of harm to someones adjacent
property by migration of contaminants
- Slide 7
- Steps in BF Redevelopment Contaminant Conditions / Remediation
Requirements Understanding Site Problems Brownfield Remedies
Phytoremediation Conditions to Effect Change Communication / Risk
Assessment and Stigma Leadership for Project Development
Redevelopment Organizations Role of the Civic Entrepreneur
Strategic Decision Making and Targeted Redevelopment Areawide
Planning and Design Integrated Community Regeneration Strategic
Planning Pivot Points and Cascading Redevelopment Site Selection
for Redevelopment Project Funding Paving the Way for
Implementation
- Slide 8
- Understanding Site Problems Level One Assessment Purpose of a
Level One Assessment Assess environmental liabilities Bank
requirement to secure financing Determine site use limitations
Ballpark cleanup financial impact on the project Insurance
application requirement Required for local permitting Required for
public funding
- Slide 9
- Understanding Site Problems Level Two Assessment Purpose of a
Level Two Assessment Verifies presence of contamination Further
testing as indicated and guided by Level One Describe contamination
in greater detail and test for it Intrusive testing.. boots on the
ground (collection and analysis of samples) Same purposes as level
one but more detailed answers
- Slide 10
- Understanding Site Problems Remedial Investigation and remedial
action plan Determine the extent and spatial characteristics (and
concentrations) of known contaminants Delineate Contamination
Determine exposure pathways Describe concentrations and
characteristics at various locations Make remedial design
recommendations Make engineering controls recommendation Make
institutional control recommendations
- Slide 11
- Technical Remedies and Approaches Solidification: Also called
vitrification or stabilization. Removes water and changes the soil
or solid medium chemically to reduce permeability and transport of
contaminant by percolation. Soil Vapor Extraction: Used to removes
VOC s from soil thru the use of vapor extraction wells. Sometimes
used with air injection Incineration (Thermal Desorption):
Controlled burning of soil or solids at very high temperatures to
convert, burn off (oxidize) or degrade the contaminants. May be
done on or off site. Bioremediation: Microorganisms are used to
degrade organic compounds in soils or ground water. Usually done in
situ although not necessarily. Many variations in techniques and
methods. One very well used approach is manufactured wetlands. Soil
Washing: Water is used to flush thru soils or medium to flush out
contaminants. May involve removing soil sand using mechanical
agitation. Additives to the water will often enhance the process.
Solvent Extraction: Solvents are used to remove contaminant from
soils Dechlorination: Chemical treatment to remove chlorine based
hazardous materials. Hydrogen or hydroxide used to detoxify
material. Air sparging: Injection of air into ground water to flush
volatile compounds which are collected and treated by the soil
vapor extraction process. Passive Treatment Wells: Barriers are
constructed of reactive materials and are installed in the aquifer
to promote a chemical reaction between the barrier and the
contaminant in the ground water. An example would be the use of a
limestone barrier used to increase the PH of contaminated
groundwater. Containment: As the name implies constructed barriers
contain the contaminant and eliminate any chance of it s movement.
Always done with cps and infiltration control measures as well as
perimeter drainage and vapor control measures. Dig and Dump: Again
as the name implies... digging up the contaminant and transporting
it someplace else untreated,
- Slide 12
- Phytoremediation Defined Phytoremediation represents a group of
innovative technologies that use plants and natural processes to
remediate or stabilize hazardous wastes in soil, sediments, surface
water or groundwater.
- Slide 13
- Phytoremediation Potential An interim approach for stabilizing
sites while other cleanup strategies are being evaluated An
approach that augments the overall effectiveness of other cleanup
technologies A stand alone approach for providing cost effective,
long term clean up solutions
- Slide 14
- Inherent limitations of Phytoremediation Considerations that
decision makers must address: Selection of the correct plants
Cooperation and communication with local and state officials
Understanding and commitment to maintenance and monitoring
requirements Comparison of costs of Phytoremediation with other
treatment technology options.
- Slide 15
- Phytoremediation Applications Situations where: There are
relatively low concentrations of contamination (organics, nutrients
or metals) at a shallow depth and over a large cleanup area Sites
will mothballed or may be redeveloped in the future There is a need
to reduce the leaching of contaminants thru soil or ground water
There is a need to reduce run off of contaminated groundwater Sites
are candidates for beginning an initial modest cleanup Sites have a
need of aesthetic improvement
- Slide 16
- The 7 Building Blocks of Redevelopment Vision Leadership Shared
Commitment Collaboration Information Data analysis Creative
Solutions Networks for Implementation Administrative Support
- Slide 17
- Risk Assessment Communication and Stigma Risk Assessment =
following steps Data collection Interpretation and analysis of data
Consideration of human interface with hazardous substance Actions
to minimize interface Successful elimination of risk All of above
are subject to human perception and value judgment. Communication
is the way to insure appropriate perception. In the absence of
effective communication peoples perception or risk will remain
high. With elevated sense of risk- stigma becomes a factor and
redevelopment success becomes ify
- Slide 18
- Human Behavior and Perceived Threats Men getting hair cuts
1950s and 1960s where did we go? Transition in the late seventies
unisex hair parlors. Everyone waited to see a guy in there first,
no one wanted to be first. Public meetings and attitudes towards
site risk is the same no one wants to be first to say something or
express comfort for newly proposed use safety and suitability
- Slide 19
- Gaining Trust When Dealing with Risk Risk communication that
results in resistance and stigma is a consequence of: Things we
judge on the basis of biased information and attitudes Things we
say/dont say or things we do / dont do The silence of feedback .
Ask a group a question Who is usually the first to speak in a
community meeting with exposed risk? Someone with an issue and is
upset What is our attitude about the people who are strident,
vociferous, negative and rude when the presenter is polite and
respectful? Typically we think of them as: Loud Disgruntled
Disenfranchised Upset taxpayers People negatively impacted from
previous dealings What is our visceral reaction towards these
people? The problem is that if your gut feeling towards someone is
a certain way... you will treat them that way.
- Slide 20
- ABC Rule Example of our assumptions and actions about the above
vocal people. Assumption (they are a troublemaker) Behavior ( I
need to be offensive) Consequence (their resolve increases and
their boldness is reinforced) As someones resolve is strengthened
---- they are emboldened. The community then sees them as
courageous. The more defensive you become to someones boldness the
less knowledgeable and more secretive you appear to become. The
result is you galvanize a leader against your own effort.
- Slide 21
- COKE - Gender and Empathy You are an expert from outside with
no personal risk in a charged atmosphere where peoples health and
well being is on the line. You are the representative for the
cleanup effort. At best, the attitude towards you is one of polite
skepticism, at the worst it is that you are not: COKE Committed
Open Knowledgeable (as you should be) Empathetic You need to apply
every bit of your knowledge and patience and understanding to show
them you are
- Slide 22
- Gender Stereotypes and Redevelopment Men are From Mars Women
are from Venus John Gray Men when confronted with a problem what do
they do? Go into a cave to think, sulk or withdraw. Armed with
ideas they interact with the problem by tackling it. Men need to
fix things and tinker, inaction in the face of a problem is
disconcerting. Women when confronted with a problem what do they
do? Process it with another woman verbally... the process involves
listening and agreeing / sympathizing. They talk it thru. Women
need empathy and appreciation.
- Slide 23
- Leadership The most elemental piece of any Brownfield
Redevelopment Project is leadership. Leadership is what gets a
community to see what could be, to get thru the angst of cleanup,
to maintain the faith that it can get better and take the risk.
Leadership is critical to keep the community focused on what could
be Without leadership, the vision to see what might be rather than
what is, to rally community buy in and provide the tactical
commitment to address the myriad complexities of the situation and
make it happen, are missing. The project will not happen.
- Slide 24
- Leadership Defined Leadership = Getting or inspiring people to
do something with the focus on them, not the project Management =
Allocating resources in a task. Leaders integrate the needs of
followers with the goals of the organization by integrating people
with tasks... they transform potential into reality. To accomplish
this leaders need to should always consider their followers:
Motivation / achievement / needs / expectations Willingness and
ability to assume responsibility Education / experience /
ability
- Slide 25
- Leadership Styles There are five leadership styles. The first
two are leader centered and the last two are group centered. The
less cohesive and mature the group is the more direction it will
need. Leadership is situational Authoritative - leader decides and
announces decisions Political leader decides and sells the decision
to the group Evaluative leader presents ideas and invites questions
Participative leader presents alternatives and the group chooses
from among alternatives Laissez Faire group defines boundaries and
makes decisions, informs the leader of choice
- Slide 26
- Gilberts Laws of Community Physics There is no such thing as an
easy solution Prevention is a future thing done now People are more
important to solutions than things are Embarrassed kittens can
become tigers People will rise to challenge, given the right
conditions and good information Commitment to a vision is a
function of how a person feels about being appreciated for their
contribution to it Project success results from dedicated front
work and a controlled environment Dedication is wanting your thing
to happen more than your opponents dont want it Self esteem is a
volunteers most precious possession.... appreciate it Major
undertakings are always able to be broken down into smaller tasks
If something is inevitable, deal with it and use it to your best
advantage Volunteers dont work for money... think about what they
do work for If you dont ask the right questions, dont even think
about getting the right answers Learn from your mistakes and teach
other people what you have learned Time invested in planning is
time saved in later cleanup and damage control. What you feel is
never apparent to others unless you tell them Communication and
understanding take effort
- Slide 27
- Gilberts Laws of Community Physics Prevention is planned
anticipation If someone doesnt understand why he is doing
something, he wont do it well Creativity blossoms in a propagated
field Build on the past... understand it, interpret it and dont be
restricted by it In a development project the only thing that you
can guarantee will happen is something you dont expect The future
is going to be different than the past, deal with it If you dont
have time to do it right now, will you have time to do it over A
true leader creates more leaders For positive results, be positive
and require that all those around you be positive
- Slide 28
- Redevelopment Organizations Non Profits are gap fillers between
private sector role and public sector role 501.c 3,4,5,6 Each is
different with different roles
- Slide 29
- 501c.3 Non Profits in Brownfields Why Non Profits in
Brownfields? What do they bring to the table? They care when no one
else does They own the issues and the solutions They are flexible
(finance, ownership, management, service delivery etc) They are
appropriately scaled, they are close to the project Their culture
and character is matched to the redeveloped use They have access to
different sources of capital They bring unity and support behind
projects because of the local connection, leadership and control
Community Based Group = Community Based Project.
- Slide 30
- Civic - Social Entrepreneurs (CSE) What is a CSE? Professionals
with project development and project funding expertise. Their
strength is the analysis and interpretation of community needs and
the packaging of creative and innovative solutions to challenging
community development problems. CSEs focus on the regeneration of
neighborhoods, communities and regions that are environmentally,
geographically or socially disadvantaged and economically
depressed. Typically their work ends in unique public private
partnerships, innovative organizations and grant funding usually
from the federal or state government. CSEs are frequently seen as
grantsmen but they are more, they are problem solvers and
innovators. CSEs can be architects, landscape architects, planners,
engineers, sociologists, lawyers or accountants The good CSE
understands community, sees problems and their solutions, can
conceive projects and can identify funding to implement the
solution. Most people see CSEs as the last step in the process
the... grantsman.
- Slide 31
- Characteristics of CSEs: Beggars, Thieves v. Change Agent
Beggars Approach grant procurement as a supplicant approaching
royalty or a dominating father figure. At the heart of their
approach is pity bordering on self-deprecation. A beggar cannot
believe that the funder needs him just as much as he needs the
funder, rather he views the relationship as a welfare system.
Beggars rarely become self sufficient. Thieves Grant funding is a
cynical challenge; funders as targets to be outwitted or squeezed
for funding. Need to grab their share of the big bucks. Modern day
Robin Hoods; go after any money and will often twist their
objectives to meet the funders requirements. The best funding
sources are those where grant recipients are free to apply funding
to their own needs regardless of the larger vision or mission of
the funder. A thief will often trivialize the funders limitations
or constraints. Thieves typically dont get repeat funding from the
same entities without political help. When a thief fails his
alienation usually turns outward. When a beggar fails his
alienation usually turns inward.
- Slide 32
- Areawide Plan = Strategy and plan grounded in an understanding
of the relationships that support community. Area wide planning
reflects a commitment to the site - street- neighborhood -
community continuum and the ability to use social, cultural,
economic and political influences in that continuum to transform
community. Area Wide Planning and Design
- Slide 33
- Why undertake an Area Wide Design in a Brownfield Area To
effect synergy cascading impact or domino effect Community
opportunities and assets are lost in misery and din if we dont
recognize them and capitalize on them. Avoiding irrevocable
inappropriate commitment of sites and assets Planning and design at
the community level enables cost effective public and private
expenditure decisions Visions, missions, goals and action plans
based on a designed future create and reinforce identity... a
strategic element in advancement of place
- Slide 34
- Integrated Community Regeneration Hunts Point Case Study
- Slide 35
- Strategic Planning Vision Mission Scan (SWOT analysis) Goals
Objectives Action Steps Milestones
- Slide 36
- Pivot Points Pivot Point = the milestone in the redevelopment
process where the project is going to be conceived, all items
discussed in this outline are in place. Theme / watermark /
benefits are solid Direction of the project is understood Sites
should be characterized and understood, Cleanup plans must be in
draft form, Leadership must be in place, Community trust and buy in
must be unquestionable and Strategic direction should be understood
and supported by all stakeholders With all of the above in place
this is where the rubber meets the road. Spontaneous redevelopment
will cascade from a well chosen pivot point with a well oiled
machine forcing it along.
- Slide 37
- Site Selection in Pivot Points Snow Fire and Water and
Cascading Impact Tier 1 to tier 3 brownfield sites
- Slide 38
- Funding A good project will attract funding if marketed
appropriately Get as many people to own the project as possible Be
patient, persistent and professional
- Slide 39
- Researching, Networking / Discovering Funding The goal - of
gathering names and leads. Conferences (gate crash) Associations
Books and writers Printed materials, policy reports, visionary
reports, newsletters, guidebooks Internet Search Mentorships
- Slide 40
- Researching, Networking / Discovering Funding Agency and Funder
Research and Visits with 2 pager Establish relationships and
familiarity with your setting and organization (introduce yourself)
Listen to agency priorities, get sample project descriptions, names
of grantees or actual grants. Develop project profiles based on all
above feedback. Describe need, activity, budget, outcomes Bring
project profile back to potential funder and share it with him...
get feedback.
- Slide 41
- The Funding Proposal The Structure of a Proposal... Why, What
and How Basic framework of any proposal is the construction of a
framework of why (project needs), what (objectives to be
accomplished) and how (activities and procedures). All concepts
need to be structured in response to these three questions;
translate your concept to any funders format or standards. Be
clear, concise and complete
- Slide 42
- Redevelopment Implementation Make sure all the pieces are in
place, strategy is clear, roles and responsibilities defined,
message is universally understood by all, financing and funding is
possible, political support is in place, engineering and design is
done, and broad based support is in place. Undertake first project
Seek low hanging fruit Get everyone on the podium Celebrate all
successes small and large Good Luck !!!!!!!!!!!!!!!!!!!!!