The concept, assembly, securing of planning consents (on appeal and also by negotiation) and the introduction of
infrastructure for this 250 acre site previously designated as a Community Woodland in the Local Plan was entirely
conceived managed and delivered to the point of sales proceeds in the bank by Peter Boros.
was assisted by my construction manager who managed all civil works, inter-alia we built a new District Distributor road, brought in a new foul sewer from over 2 miles away as well
as all other utilities and crossing a live railway track with a road over bridge.
This project was the result of residual land being carved out of
a major corporate divestment, where my client was persuaded to retain the land for its medium term development potential. This was a significant amount of unused farm land and
grazing marsh surrounding a major manufacturing facility in Kent, and the decisions taken ensured a benefit to the client of c £25m net.
The client accepted the advice, withheld the transfer of the
land and was prepared to speculate £500,000 of seed capital to secure these results.
JV Held the Key!
I suggested to the client that by putting together its land with
that of other
parties in thearea a sufficiently large
development site could be assembled to spread the infrastructure costsand make the whole project worthwhile.
The approach was made; a Joint Venture was
agreedbetween the landowners which also had the
objective of buying further land plus a right of access across the railway line.
The JV partners agreed to provide the new JV vehicle with
asmall amount of ‘seed corn’ working capital
to facilitate site assembly and Planning Applications etc.
The successful creation of a major development area as well as
raising of the necessary funds to provide
it with its planned infrastructure needs ultimately resulted in a highly successfulproject for the JV making an overall profit of some £25
The JV’s risk was limited to delivering specific items of
enabling infrastructure but only after forward sales had been agreed with house builders and developers. In other words, the JV generated sufficient cash up front to deliver
the infrastructure thus maximising the value of the land by delivering serviced sites to the market.
My Key Activities
became the overall commercial manager and Project Manager for the JV and wasresponsible for recruiting and managing a large project team
through the following activities and deliverables:-
Leading and Managing a team to secure all
planning consents by both appeal and negotiation including negotiating a complex s106 and s 278 Agreement
Negotiating site assembly and access
Negotiations with Network Rail to cross the
Arranging all necessary ecological and
environmental surveys and the resulting accommodation, translocation and protection works
Leading a team in designing all
infrastructure and services diversions for the scheme
Tendering the work packages
Managing the marketing of the first tranche
of land to secure certainty of cash flow andfunding
for the infrastructure
Tendering andletting and managing
the construction contracts of each phase of infrastructure
Managing all subsequent sales, the selling
agents and the solicitors includingincentivised fee
Agreeing each sale of land and its
Certifying all payments from the
Negotiations with all services/providers,
including water drainage, power and gas
Negotiations with the Local Authorities for
Negotiations with all neighbouring
Bringing the scheme in, in accordance with
the JV business plan