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EXISTING PRECINCT

  • Engaging key strategic precinct stakeholders
  • Identifying key relationships and interdependencies of sectors and sub sectors
  • Recognising potential conflicts and synergies between existing sectors
  • Analysis of existing facilities and how these may be adapted for future requirements
  • Providing guidance as to key precinct activators and drivers
  • Assessment of existing structures and the benefits of refurbishing, rebuilding, or relocation.
  • Identify and survey existing stakeholders to establish demand & suitability
  • Identify key barriers for growth such as infrastructural and economies
  • Develop growth strategies for existing facilities
  • Develop exit strategies for existing facilities
  • Demand analysis by possible floor space needs
  • Gap analysis
  • Assessment of sector rentals, yield, and demand
  • Analysis of the competitive landscape
  • Provision of insight into the preferences of healthcare industry participants
  • site assessment reports
  • Provide location analyses focussing on infrastructure & planning
  • Analysing and restructuring existing key operator commitment
  • Analysing the effectiveness of existing land uses and zonings within the precinct

Assistance with

  • Defining the precinct’s economic strengths and opportunities
  • Economic analysis of location & regions
  • Identifying current drivers & opportunities for growth
  • Identifying opportunities to add value & improve demand
  • The assessment of suitable joint venture/capital partners
  • Identifying economic factors seen as driving freehold ownership preferences
  • Reviewing relevant government policy
  • Identifying fundamentals supporting various sectors, eg demographics, government policies, subsidies, and funding opportunities

Services

Innovation Precincts provides precinct wide services, both directly and in conjunction with its network of specialised service providers

Services include

  • Existing Precinct Reports
  • Precinct Vision Reports
  • Case Study Reports
  • Governance Committee Membership
  • Working Group Meeting Attendance and Membership
  • Workshop Participation
  • Key Stakeholder Procurement and Participation
 

PROPOSED PRECINCT

  • Development of precinct-based approaches towards innovation
  • Identify strategic visions for precinct wide optimisation
  • Preparation of strategy to deliver a functioning sustainable city
  • Identification of property acquisition targets and sites suited to redevelopment
  • Determining uses that will provide symbiotic relationships and interdependencies
  • Identify commercial opportunities
  • Identify options for governments to attract commercial interests
  • Market sounding process to determine interest from key identified occupiers
  • Determining success factors for operators within the represented sectors
  • Identification of suitable anchor & complementary occupiers
  • Advise on typical lease provisions for specific sectors
  • Establishing, co-ordinating, and monitoring project marketing activities
  • Tendering, appointment and coordination of additional expert consultants
  • Advise on sector rentals, yield, and demand

Assistance with

  • Determining the suitability of a region for transformation to an innovation precinct
  • The master planning and setting use parameters for future precincts
  • Analyses as to potential and appropriate forms of governance
  • Incentivising potential end users (create demand to be on site)
  • Identifying possible forms of ownership/partnership models with government (such as joint venture, land lease, sharing of infrastructural costs)
  • Development of a business case and funding models
  • Identifying suitable process to undertake development
  • Modelling to build economic capacity and resilience
  • Developing guidelines to increased profitability
  • Quantifying vision in terms of employment and future economic growth
  • Focusing on driving economic development, enterprise, and employment growth
  • Permit applications 
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