Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 36
information to individual community economic development agencies if
the team needs more specialized information. Communities prepared
with available information or a means to readily provide requested
information may find themselves in a better position to compete for
a facility.
The planning team typically constructs an evaluation matrix or model
based on this data. By applying the evaluation criteria developed in
the strategic planning phase, the team can objectively test how well
each of the candidate communities or sites matches the company's
Communities which score well
needs. The team may test a variety of alternative scenarios to reflect
for the team's identified priorities
changing priorities. The team also examines how the community or
and which can also adapt to
site location impacts operating and cost considerations as compared
alternative scenarios make the
to the network model's ideal location. Communities that score well for
"short list" for further analysis.
the team's identified priorities and that can also adapt to alternative
scenarios make the "short list" for further analysis.
Field and site analysis
Once a community or region is placed on the short list, the location
planning team will further evaluate specific sites or facilities within
the area. At this stage, the location team may seek the assistance
of local government or economic development officials to explore
possible sites, find out about permitting and regulatory requirements,
and learn more about transportation and utility infrastructure.
This communication will allow a better
understanding of the actual operating
environment in the community and can
also serve to begin the negotiation
process for land, facilities, and
public assistance or incentives where
appropriate.
At the same time, the company will
enter into discussions with land or
facility owners on selected properties
to ascertain:
36 Freight Facility Location Selection: A Guide for Public Officials
