GIS for Economic Development

GIS Best Practices
GIS for Economic Development

Table of Contents

What Is GIS? 1

GIS for Economic Development 3

Pueblo County, Colorado, Grows Economy with GIS 5

Reforming Economic Development and Fighting Sprawl
with Effective Maps 9

GIS Fosters Economic Development in Asheville 13

A Formula for Revitalization 17

Compare Multiple Locations for Faster Decision Making 23

Egypt Launches Parcel-Based Deeds Registry to Spur
Mortgage Market 27

Mapping Urban Inequalities with GIS 33

i

What Is GIS?
Making decisions based on geography is basic to human thinking. Where shall we go, what will it be
like, and what shall we do when we get there are applied to the simple event of going to the store or
to the major event of launching a bathysphere into the ocean's depths. By understanding geography
and people's relationship to location, we can make informed decisions about the way we live on our
planet. A geographic information system (GIS) is a technological tool for comprehending geography
and making intelligent decisions.

GIS organizes geographic data so that a person reading a map can select data necessary for a
specific project or task. A thematic map has a table of contents that allows the reader to add layers
of information to a basemap of real-world locations. For example, a social analyst might use the
basemap of Eugene, Oregon, and select datasets from the U.S. Census Bureau to add data layers
to a map that shows residents' education levels, ages, and employment status. With an ability to
combine a variety of datasets in an infinite number of ways, GIS is a useful tool for nearly every field
of knowledge from archaeology to zoology.

A good GIS program is able to process geographic data from a variety of sources and integrate
it into a map project. Many countries have an abundance of geographic data for analysis, and
governments often make GIS datasets publicly available. Map file databases often come included
with GIS packages; others can be obtained from both commercial vendors and government
agencies. Some data is gathered in the field by global positioning units that attach a location
coordinate (latitude and longitude) to a feature such as a pump station.

GIS maps are interactive. On the computer screen, map users can scan a GIS map in any direction,
zoom in or out, and change the nature of the information contained in the map. They can choose
whether to see the roads, how many roads to see, and how roads should be depicted. Then
they can select what other items they wish to view alongside these roads such as storm drains,
gas lines, rare plants, or hospitals. Some GIS programs are designed to perform sophisticated
calculations for tracking storms or predicting erosion patterns. GIS applications can be embedded
into common activities such as verifying an address.

From routinely performing work-related tasks to scientifically exploring the complexities of our world,
GIS gives people the geographic advantage to become more productive, more aware, and more
responsive citizens of planet Earth.

GIS Best Practices 1 esri.com

GIS for Economic Development
Economic developers need effective decision-making tools that help them conduct analysis, display
and disseminate results and make informed decisions about where to locate new businesses
or grow existing ones. GIS technology is proven to be powerful and effective in delivering these
functionalities to help economic developers sustain economic recovery and growth. GIS tools
can provide the necessary platform for visualization, modeling, analysis, and collaboration. The
following articles outline these trends and best practices and illustrate how GIS is being utilized as a
platform to help economic developers achieve their goals.


Pueblo County, Colorado, Grows Economy with GIS
Principles of Economic Gardening Help Local Businesses Thrive

According to the United States Small Business Association, small businesses have created 60 to
80 percent of net new jobs since the 1990s and employ approximately half of U.S. workers. These
facts are at the heart of the economic development philosophy of economic gardening.

Pueblo County, Colorado, has adopted the approach, which focuses on cultivating local businesses
rather than landing large companies looking for a cheap place to do business. Instead of making a
splash with 1,000 new jobs coming into the community, economic gardeners favor a job here, a job
there, for a slower, stable growth pattern. Geographic information system (GIS) technology is a key
component in the process.

Pueblo County GIS used GIS to identify customer information in and around specific markets to improve nationwide
penetration. This image of the area in and around New York City shows market penetration in darkening shades
of purple, customer prospecting from yellow to red, and the amount customers spent in small-to-large blue circles.


"Businesses that are already in town are not fully focused on the bottom line," says Christopher
Markuson, GIS manager, Pueblo County. "They're looking to improve business, but they're
also looking to do what's right by their employees. We don't want a large company to come in,
pay lousy wages, and then leave when the local economy strengthens or the workers demand
higher pay."

Markuson learned about the approach from the nearby City of Littleton, Colorado, when he was
searching for a way to develop businesses that would not only add to the quality of life in Pueblo
County but also continue to support the area during economic downturns. "We were looking at
communities that rode out the last recession in the late '90s unscathed," he says. "There were a
few, but Littleton was at the top of the list."

The Right Location Businesses across the county have heard about the GIS department's consulting services, and
business owners are scheduling appointments months in advance. Markuson and his small
team meet with owners to find out about their concerns, interests, and current efforts, asking
questions such as, Do you want to target advertising to reach a specific set of consumers?
and Are you looking for a good site for a new location? Then the GIS team analyzes and maps
demographic and other data to share with the client.

"We have this interesting reputation around town as folks that are going to give you real, truthful
answers to your questions," says Markuson. "We'll tell people, 'No, the data doesn't support
your plan to open a coffee shop where there are only 30 potential customers around you. It's
just not feasible, and here's the evidence.'"

To get the current, accurate data for its reports and view it spatially, the GIS department uses
ArcGIS Desktop, Esri Business Analyst Desktop, Esri Business Analyst Online, and the Esri
Business Analyst Segmentation Module.

ArcGIS Desktop supports a wide variety of GIS analysis and mapping, and Business Analyst
provides demographic, business, and shopping center data as well as the ability to incorporate
in-house data. The analysis gives business owners a thorough understanding of markets,
customers, and competition. Markuson uses Business Analyst Online to secure on-demand
analyses, reports, and maps over the Web.

"It's really fast and simple," says Markuson of Business Analyst Online. "You can find
employment characteristics and average daily traffic volumes; we have a lot of data for Pueblo

December 2010 6 GIS for Economic Development

County, but not for areas outside it. With this solution, we come up with really good nationwide
reports in moments—it's powerful."
A Healthy Harvest The GIS team in Pueblo County works with many
kinds of businesses in the area. It recently helped a Big Business that Fits
local Web-based business that wanted to improve
market penetration nationwide. Working together, Though the emphasis in Pueblo County
Markuson, his team, and the business owners is on growing local business, the GIS
developed strategies to increase business in 14 of the department also uses GIS to support
company's top markets with advertising across media efforts to bring in larger companies
including television, radio, subway platform ads, and that the county feels will add to the
direct mail. They also identified the top ZIP Codes quality of life for residents. The county
where people live who are searching for their product recently used GIS to bid for a contract
online and used that information to create Google with Xcel Energy to bring a solar
AdWords and optimize their Web site for search energy production facility to the area.
engines. The campaign is successfully bringing in The facility's stakeholders initially
new revenue, and within a month of the campaign, the believed another area in the state had
business created four new jobs. the best location for solar radiation, but
"It makes sense for us to lend a helping hand to those Markuson and his team showed that
folks that are already here, make them competitive, although the sun isn't as intense as
and basically give them the tools to expand their trade at the other location, Pueblo receives
areas and reach customers more effectively," says more sunlight per year, on average.
Markuson. Xcel Energy agreed, and the planned
facility is projected to bring up to
Nonprofit organizations are also benefiting from the $900 million of taxable infrastructure
GIS department's guidance. The Pueblo Community into the county's property tax base
Health Center met with Markuson and his team for and power over 60,000 homes.
less than an hour to discuss an upcoming capital
campaign. The team provided a targeted mailing list "You can look at databases all
that resulted in a 63 percent increase in new donors. you want, but the maps were
the things that got the attention
"Christopher helped us look through different of the governor, congressmen,
characteristics for reaching the right donors," says energy companies, and many
Janet Fieldman, chief foundation officer, Pueblo more people," says Markuson.
Community Health Center Foundation.


The center reached its five-year fund-raising goal of $15,000 in one year. Prior to this campaign,
the center purchased mailing lists based on a few demographics such as annual income and
assets but had not heavily reached out to individuals because of low return and low donor
acquisition. Now that it has better data and analysis, and therefore more success, the center will
increase future fund-raising goals.

"It's because they're using the right message, and there's intelligence behind who they're
asking for donations," says Markuson. "It wasn't who you'd think it would be—all the local
philanthropists. Instead, it was the people that knew somebody who had gone to the community
health center for some reason."

The GIS analysis and mapping also show the center where it should be locating services and
advertising. "It allows us to decide on the right level of outreach based on the quantity of donors
within particular geographic areas," says Fieldman.

A few years ago, the local community college needed to increase enrollment by 5 percent. The
GIS analysis provided information it could use to most effectively market the school. The
one-year goal of bringing enrollment up 5 percent increased to 17 percent.

"We feel we've been successful in our mission to help businesses grow and succeed," notes
Markuson. "To date, we've tracked 58 new jobs emerging from the businesses we've helped
grow, bringing over $2.8 million of new revenue into the county. I'm especially thrilled that most
of these new jobs pay livable wages—$45,000 each on average—offer benefits, and have little
potential to move out of our community in pursuit of a lower-cost alternative."

(Reprinted from the Winter 2009/2010 issue of Government Matters newsletter)


Reforming Economic Development and Fighting
Sprawl with Effective Maps
Highlights

„„ With GIS, Good Jobs First has produced many sophisticated studies.

„„ Nonprofit uses GIS to strengthen its argument that states should rewrite their economic
development program rules.

„„ ArcGIS was used to create a regional impact study of workers dislocated in a plant closing.

Jobs are a red-hot topic these days; public officials are under terrific pressure to create and
retain them. As a result, tax breaks and other economic development incentives to stimulate
the economy are getting a lot of attention. Unfortunately, such programs are poorly understood
and often given loaded labels such as "corporate welfare." Companies threatening to leave
are committing "job blackmail," and those that stage multistate competitions are exploiting "the
economic war among the states."

A more descriptive term is job subsidies. But whatever their name, reforming incentives is no
small task: the average U.S. state has three dozen programs on the books, costing states and
cities an estimated $60 billion a year. They range from straightforward training grants to arcane
programs like tax increment financing, enterprise zones, and film production tax credits.

Enter Good Jobs First, an activist nonprofit based in Washington, D.C., that helps grassroots
groups and public officials cut through the jargon. Founded in 1998 by Greg LeRoy, it provides
research, Web tools, training, and consulting with a staff of eight (including two in New York
City, New York). LeRoy had worked on the issue since the late 1970s at two other nonprofits in
Chicago, Illinois.

As the executive director of a group for the first time, LeRoy was challenged: how to make
the issue crisp and compelling. A fan of Edward Tufte—professor emeritus of political science,
statistics, and computer science at Yale University—and a student of how research is presented
graphically, LeRoy's first hire was a GIS-trained planning school graduate. Their first study was
about wages: Minnesota had passed a landmark reform requiring companies to disclose the pay
levels of workers hired in incentive deals.


They stumbled on Anoka, a far-north suburb of Minneapolis, Minnesota, which had filled up an
industrial park with 29 companies pirated from Minneapolis and older inner-ring suburbs. LeRoy
realized he had struck a data gold mine: subsidized job relocations that could be mapped for a
sprawl analysis. Good Jobs First received a copy of ArcView (courtesy of Ralph Nader in 1999)
and a study grant from the Joyce Foundation and issued Another Way Sprawl Happens in early
2000.

The findings were disturbing and received
prominent media coverage: the net effect of
the relocations was to move jobs away from
poverty, people of color, and transit access. It
was the first time company-specific incentive
deals had been mapped and analyzed for their
land-use impact.

Good Jobs First has since produced a string
of increasingly sophisticated studies, using
Esri products in-house or with partners.
The largest is The Geography of Incentives:
Economic Development and Land Use in
Michigan. Funded by the Charles Stewart Mott
Foundation, it maps 4,000 deals in seven metro
areas and sorts the deals through the lens of
Myron Orfield's community typology and other
criteria. In a state hard hit by the decline of
manufacturing, the most damaging images
involve job loss as well as creation: it is the
first time incentives have been geographically
juxtaposed against plant closings and mass
layoffs (as officially notified under the federal
WARN Act). For the state's most generous Detroit metro area plant closings and major layoffs, 2001–2004.
subsidy, the maps of the largest metro areas
like Detroit, Michigan, show very few deals going to the central city or the densest inner-ring
suburbs, even though those areas have suffered the vast majority of shutdowns. For some, the
images conjure up redlining, the practice of geographic discrimination that banks and insurance
companies have been accused of.


Good Jobs First has produced several more such studies, all funded by the Ford Foundation.
"Reverse Robin Hood" was the banner business-section headline of the Chicago Tribune
reporting on 15 years of State of Illinois investments in the six-county Chicago metro area.
The Good Jobs First maps revealed that one in six company-specific subsidies went to
a small slice—the Northwest (O'Hare) Corridor—an enormously attractive place with the
nation's second-busiest airport and several feeder freeways, the engine of the region's
wealthiest quadrant. By contrast, large swaths of Chicago's South Side and its low-income and
predominantly African-American southern and western suburbs got few deals or none. At a
Chicago Urban League forum, the state's commerce secretary was publicly chastised.

Another study revisited the Twin Cities (The Thin Cities) where state legislators had responded
to the Anoka study by adding a disclosure-form question: Did this deal involve a move, and if
so, from where? Eighty-six times, the study revealed, companies had received subsidies simply
to move around within the metro area, and the moves were overwhelmingly outbound: 22 were
more than 10 miles outbound. The relocations were analyzed by race, poverty, welfare, and
tax base wealth—and for their impact on workers who cannot afford a car: 60 of the 86 moves
made jobs inaccessible via public transit (including 26 that had been accessible). The bottom
line: longer commutes and more air pollution; a depleted tax base for places already poorest;
and more low-income and workers of color spatially trapped, unable to compete for new jobs.

Two of the most recent studies were done in-house with ArcGIS. Sprawling found similar
inequities in the Buffalo-Niagara metro area of New York. And another study of relocations—
covering Cleveland and Cincinnati, Ohio—shows companies moving away from older areas to
get lucrative enterprise zone tax breaks.

The policy punch line of the sprawl studies is simple: states (which legally enable and regulate
incentives) have two "policy silos" that are utterly disconnected and often at war: economic
development versus planning for transportation and land use. Therefore, Good Jobs First
argues, states should rewrite their economic development program rules to make them
subordinate to planning goals. Incentives are tools and nothing more, and they can be reformed
to reduce sprawl and promote regional equity, but only if a state is intentional about it.

Good Jobs First has also created startling unpublished maps for labor leaders. In Chicago and
Philadelphia, Pennsylvania, it mapped the geography of unionization and found that across
the board, as jobs thin out, they deunionize. As a Chicago Federation of Labor officer reacted,
"Now, sprawl looks like a giant antiunion conspiracy." After Good Jobs First publicized the


findings within labor, the national AFL-CIO passed a convention resolution condemning sprawl
and urging its affiliates to weigh in for smart growth.

The smart growth movement has historically paid too little attention to jobs, Good Jobs First
argues. Indeed, the original 10 principles of smart growth do not contain the word job or
workplace. By using maps to dramatize how incentives fuel sprawl and how sprawl hurts union
members, Good Jobs First has brought a new public policy hook and a new constituency to the
cause.

Good Jobs New York, Good Jobs First's New York City project, has produced Subsidy
Snapshots, or brochures with community maps showing company names and incentive deal
details. In both Manhattan and Queens, New York, the snapshots were co-released with the
borough president; they are being used by job training providers who seek to place trainees at
companies that are committed to job creation. Good Jobs First most recently used ArcGIS in a
regional impact study of workers dislocated in an Indiana plant closing.

These pioneering mapping studies have enabled Good Jobs First to reach large, new
audiences; firmly connect incentives to sprawl and all its attendant injustices; and inspire some
public officials to start rewriting the rules. No bar chart or correlation graph could have carried
the messages so powerfully as maps.

More Information For more information, visit goodjobsfirst.org.

(Reprinted from the Summer 2010 issue of ArcNews magazine)


GIS Fosters Economic Development in Asheville
The City of Asheville is the largest city in western North Carolina and serves as the regional hub
for business and other community amenities. Like many cities across the country, Asheville is
concerned about increasing investment and attracting new businesses, as well as retaining existing
jobs and companies in the region. To do that, the city has created Priority Places, a Web-based
geographic information system (GIS) tool that promotes economic development by enabling
citizens, business owners, investors, and government agencies to identify optimal locations for their
activities (gis.ashevillenc.gov/mapasheville/priorityplaces). The application is part of a larger suite of
GIS applications known as mapAsheville.

Users can produce an array of reports on demographic and economic characteristics,
retail expenditures, and housing for areas surrounding their selected locations.


Choosing the right location is an important decision that can ultimately determine the success or
failure of any new business. To facilitate the long-term economic growth that thriving businesses
can provide, several years ago Asheville began looking for an analytic approach to business
siting that would leverage the city's wealth of economic development data. The ideal solution
would be Web based and easy to use. Furthermore, it would allow individual businesses to
select and assign weights to decision factors that they consider important, rather than simply
adapting their projects to preselected sites. Most importantly, it would generate customized
priority maps based on the criteria selected, highlighting those locations that best meet each
business owner's requirements.

The City of Asheville's Priority Places application enables users to create and save
customized heat maps of sites that best meet their preferences
by using sliders to weight their siting criteria.


In 2006, Asheville contacted Azavea (formerly Avencia Incorporated), an Esri partner, about an
application Avencia had developed for the City of Philadelphia. The Philadelphia application
used a weighted map overlay process to support business site selection. Users assigned
weights to various factors including proximity to public transit, locations within tax incentive
zones, proximity to waterfronts or parks, and areas with a high density of college graduates. The
application enabled users to create heat maps of the sites that best met their choices.

The Philadelphia prototype evolved into Avencia's DecisionTree, which had just been completed
when Asheville contacted Avencia. The city chose to move forward with this high-performance
processing component that is capable of making complex site optimization calculations in less
than one second. Leaders in the Office of Economic Development selected the business siting
factors integrated into the application, including proximity to interstate exits, regional airports,
existing utility infrastructure, and state incentive areas.

Priority Places was officially launched in 2008 and provides an interactive user interface that
displays each decision factor as a slider bar. The application was recently updated with the
ArcGIS Server API for Flex, which incorporates a new user interface with the rich, interactive
features made possible by the Adobe Flex toolkit.

On the site, users choose the importance of each decision factor by moving the appropriate
slider bar from the neutral (0) position to a preference value ranging from -5 (avoid proximity) to
5 (prefer proximity). Decision factors can be selected and valued in any combination to provide
truly customized site selections. The system then returns a heat map highlighting the areas that
best match the specified criteria, and users can zoom in to view additional layers of data that
can further enhance their decision-making powers. These layers include railways, flood hazard
areas, zoning districts, and city-owned surplus and sale-pending properties. Additional features
include geocoding, customized map color palettes, transparency controls, and the ability to
create bookmarks of specific map views that can be quickly returned to at a later date.

Priority Places has also been integrated with Esri Business Analyst Online API, enabling
users to produce an array of reports on demographic and economic characteristics, retail
expenditures, and housing for areas surrounding their selected locations.

For businesses looking to establish themselves in Asheville, Priority Places provides access to
information and analysis that might otherwise be out of reach. The city reports that in the past
months, the user base for mapAsheville has increased by 20 percent, while maintenance costs
have decreased.


The City of Asheville's Priority Places home page shows images relevant
to economic development and provides helpful application use guidelines.

In light of its innovative work, leading organizations are acknowledging the city's achievements.
In 2008, the City of Asheville won the prestigious Excellence in Economic Development Award
in the New Media Initiative category from the International Economic Development Council
(IEDC) for Priority Places. And in March 2009, mapAsheville won the G. Herbert Stout Award
for Visionary Use of GIS, awarded by the North Carolina Geographic Information Coordinating
Council.

(Reprinted from the Summer 2010 issue of Government Matters newsletter)


A Formula for Revitalization
Using Esri Business Analyst for planning project

By Matthew DeMeritt, Esri Writer

Hershey kiss streetlights line Chocolate Avenue.

Hershey, Pennsylvania, experienced a sudden and unexpected loss of visitor and resident
patronage in its downtown. In 2008, Hershey Entertainment and Resorts, an entertainment and
hospitality company dedicated to preserving the legacy of Milton S. Hershey, hired a GIS consulting
firm to help attract consumers back to the area.

Retail trade area analysis is a necessary part of any civic development plan. To find a target market
and gain knowledge about local consumers, geographic information must be carefully considered.
Because GIS software specializes in extracting and aggregating geographic data, it is an ideal
platform for conducting this analysis. Esri Business Analyst, which incorporates the Huff model (a
tool for formulating and evaluating geographic business decisions), was instrumental to the process
of successfully reenvisioning Hershey's downtown.


Location-Based The town of Hershey was originally designed by Milton S. Hershey to serve the needs of
Problem chocolate factory employees and their families. Built in the early 1900s, the original town
included housing for factory employees as well as schools, churches, recreational facilities, and
a trolley system. By the early 1930s, downtown Hershey had grown to become the center of
activity for Hershey residents, with a bank, theater, department store, hotel, amusement park,
and community center.

A statue of town founders Milton and Catherine Hershey
on the campus of Milton Hershey School.

As the town grew and the number of visitors increased, Pennsylvania enhanced the local
highway system to accommodate the increase in traffic volume. However, enhanced highways
had the unintended effect of directing commerce away from downtown Hershey, enticing
residents and visitors to shop in suburban shopping centers.
A New Vision In 2005, Hershey Entertainment and Resorts drafted plans to revitalize the downtown. The
revitalization effort started with the restoration of a prominent downtown building originally
constructed in 1916 for printing candy labels. The newly renovated building opened in the
summer of 2006 and is now home to two new restaurants on the ground floor, with the


Hershey Entertainment and Resorts corporate offices occupying the two upper floors. Later, an
interactive museum, the Hershey Story, was located adjacent to the renovated press building.

In 2008, Hershey Entertainment and Resorts contracted Delta Development Group, Inc., a
community planning firm located in nearby Mechanicsburg, Pennsylvania, to conduct the next
phase of revitalization. With design assistance from EDSA, a landscape architecture and urban
design firm from Baltimore, Maryland, Delta began a yearlong process of creating a new vision
for the downtown area.

In keeping with Milton Hershey's original vision for downtown Hershey, the revitalization
plan was based on the needs of the community while reestablishing a balance between the
downtown and the surrounding resort, school, medical, and commercial areas. The goal was
to make downtown Hershey serve the community so residents and visitors wouldn't need to go
elsewhere.

Many Hershey factory employees reside in neighborhoods like this located in the town of Hershey.

An Integrated Formula As Delta assessed the ability of Hershey's market area to support revitalization, EDSA evaluated
the downtown's physical opportunities and constraints in preparation for creating conceptual


designs. The ultimate challenge facing the team was creating a design concept with the right
mix of appropriately sized uses clustered to capture the opportunities presented by the local
market. The first phase of analysis would be to profile and measure the local market for real
estate uses such as retail, residential, office, and public spaces.

In running demographic reports for comparative analysis, the most difficult task for Delta was
determining the geographic trade area for downtown Hershey that would be used as a basis
for estimating the amount of retail and restaurant space that could be supported. "The big
question we needed to answer was, 'How far would people be willing to drive to shop and dine
in downtown Hershey?'" said Debbie Tollett, senior associate at Delta Development Group. "To
answer that question, we used the original Huff gravity model in Business Analyst." The Huff
model is an analytical tool that measures the probability that a consumer will drive to a proposed
new development site based on the distance they would have to travel to get there, the
attractiveness of the development, and the area competition. It is assumed that the probability
that consumer will travel to the site increases as the size of the site increases and as the
distance or travel time for the consumer to the site decreases. [The Huff model was developed
by Dr. David Huff of the University of Texas and first published in 1963. To learn more about
the Huff model, see "Parameter Estimation in the Huff Model" by David L. Huff in the October–
December 2003 issue of ArcUser magazine.]

Once Delta established the geographic market area, it could conduct a more detailed evaluation
of consumer spending and identify target retail tenants for further analysis. However, at this
juncture, the analysis had focused on general retail spending. With an estimate from EDSA
regarding the contiguous land area in the downtown that was available for development,
the Delta team approached the analysis by assuming that this land could be developed into
Hershey Square, a town center with leasable retail space that could compete with surrounding
suburban retail centers.


The Huff model modified with Hershey-specific assumptions.

Bringing the Formula to Applying Hershey-specific assumptions to the Huff model gave a clearer picture of the local
Life market. Those assumptions and the Delta team's input for the model included the following five
components:

1. The Huff model substituted Esri's census block group polygons as the "consumers"
and used the estimated total annual consumer spending for retail goods from Business
Analyst's demographic data as the data field to be summarized for each block group in the
model results.

2. EDSA provided a preliminary assumption of the number of square feet that could
physically be developed on the available contiguous parcels identified for redevelopment
in the downtown area. This estimate represented the attractiveness factor, the potential
Gross Leasable Area (GLA) of Hershey Square in the formula shown to the left.

3. Esri's shopping center data layer was used to identify and select competitive retail
centers: the 14 retail shopping centers located within 15 miles of Hershey, including
a 246,000-square-foot outlet center within a quarter mile of Chocolate Avenue. As
with Hershey Square, the GLA field was identified as the attractiveness factor for the
competitive centers in the above formula.


4. Business Analyst calculated the linear distance from each "consumer" to the proposed
location of Hershey Square, and to each of the 14 competitive retail centers. These
calculations are represented on the right side of the divisor in the formula.

5. Linear distance between consumers and shopping center locations represents only one
distance consideration in the Huff model formula. The distance a consumer is willing to
travel to shop is also influenced by other considerations such as the type of goods sought.
For instance, consumers would be more likely to drive a longer distance to shop for
furniture than to shop for groceries. The Huff model provides a distance decay constraint
that can be entered in the model account for this factor. The appropriate constraint is
entered as an exponent between 1 and 2. A smaller exponent represents shopping
activities for which consumers will travel farther, such as furniture purchases. Since the
Hershey model is based on total retail spending and represents a variety of types of retail
goods, an exponent of 1.5 was used in the model assumptions.
Results: Local Market Based on these inputs and calculations, the Huff model provided spending probabilities by
Defined block group that allowed the Delta team to identify a defensible trade area. This resulted in
a conceptual design and scale for downtown Hershey that was driven primarily by the local
market.

While the Huff model requires the user to have at least a conceptual understanding of how the
model works and how various input components impact the model output, Business Analyst's
user-friendly interface allowed the Delta team to access precise analytic capability that would
otherwise be outside the realm of its expertise. "Before discovering the Huff model operations
in Business Analyst, I tried to do the equation on paper," laughed Tollett. "All the variables that
need to be plugged into the formula ate way too much time. Performing the operation in an
integrated environment made all the difference in getting the quick and accurate results we
needed."

(Reprinted from the Summer 2010 issue of ArcUser Online)


Compare Multiple Locations for Faster Decision Making
Custom Comparison Reports from Esri Business Analyst Online

Highlights

„„ Business Analyst Online helps users compare existing locations.

„„ Businesses can generate custom comparison reports using variables such as consumer
spending.

„„ Location profitability can be compared to county, census tract, and national levels to check
performance.

When businesses evaluate locations, they often compare sites to one another, or to a benchmark
site that is known to be successful, to judge the suitability of the candidate locations. With Esri
Business Analyst Online, small businesses, retailers, real estate professionals, and many other
business segments can now take advantage of new comparison reports. Through an
easy-to-use wizard, businesses can choose demographic and consumer spending variables to
create the custom reports they require. Many locations are geographically dispersed, sometimes
over large distances. Managers and analysts in charge of site selection thus often do not have
intimate knowledge of the individual parcels or surrounding locations and rely on Business Analyst
to provide accurate, detailed data reports, which allow them to respond to competitive pressures
quickly and efficiently.

Easily Create Organizations can now quickly access preformatted reports or create and save custom comparison
Robust Customized reports with variables of their choosing that best meet their individual business needs.
Comparison Reports
For example, the recent economic downturn has led to numerous retailers closing store locations
across the country. Business Analyst Online allows retailers to compare existing locations, not just
in terms of same-store sales, but also with detailed analysis of the geographic region surrounding
a particular store location. Combining factors such as local area population, daytime population,
income, and competitors' locations, and viewing these in relation to their own customer and sales
data, pinpoints the most viable locations and where there should be consolidation.


A visual comparison of proposed locations to a successful benchmark site.

Economic developers use comparison reports to help attract new business to their cities.
Benchmarking a prospective site to an already successful location highlights the demographic
and geographic similarities between the sites. Economic developers can then use this analysis
to show new businesses side-by-side data that can provide insights about the local labor force,
population, and spending and lifestyle habits. Evaluating candidate sites in this manner reduces
the time needed to compile and evaluate critical input factors when deciding whether to move
ahead with a development or not.

Financial institutions are also using the new capabilities to compare their locations. By
combining demographic characteristics provided by Business Analyst Online with individual
site performance indicators, the characteristics common to successful sites can be easily


identified. Business Analyst Online can then be used to find other suitable locations with similar
characteristics.

Customized Level of Thousands of companies and individuals have already integrated Business Analyst into their
Service decision-making processes, making it an important business resource. The application is
available in different subscription levels, from one-time-only reports to premium subscription
packages and specialized development services. Nonsubscribers can purchase a day pass to
take advantage of more than 50 preformatted reports and maps for 24 hours.
More Information For more information about Esri Business Analyst Online, visit esri.com/bao.

(Reprinted from the Winter 2009/2010 issue of ArcNews Online)


Egypt Launches Parcel-Based Deeds Registry to Spur
Mortgage Market
Manual Registry Index Streamlined with GIS

By Peter Rabley, International Land Systems Inc.

Highlights

„„ Clerks can easily view and share parcel map and other legal documents relating to the property.

„„ Land Registry System uses new cadastral mapping solution to minimize time required for
applications.

„„ Educational campaign was begun to increase awareness of the benefits of registering real
estate holdings.

Egypt has embarked on an ambitious plan to stimulate financial markets and create its first-ever
mortgage industry by freeing up the billions of dollars in capital that are trapped in unregistered real
estate properties. The centerpiece of this progressive economic program is the development of a
parcel-based deeds registration system in Cairo that will make it easier for the lower and middle
classes to have their landownership rights recorded by the government.

Landownership registration may seem an unlikely solution for jump-starting economic activity, but
it is in fact a critical starting point for emerging urban markets around the world. Described in his
groundbreaking book, The Mystery of Capital, Peruvian economist Hernando de Soto observed that
low-income people everywhere in the world often have only one asset—the property they occupy.

This property represents an untapped resource in many urban areas because these landholders
usually have no officially recognized right to own or occupy the property. In addition, many formal
systems do not recognize informal or customary forms of land tenure. Without a registered
deed, title, or lease, the owner cannot use the land as collateral and improve the property or
start a business. For an emerging market, this untitled land is a major impediment to economic
development.


Both paper and digital maps, construction plans, local taxing
and planning data, and more, populate the geospatial database.

Recent studies indicate that the benefits of formally recognized landownership and occupancy
extend beyond the economics of loans and mortgages. People with land titles or deeds or
even paralegal titles enjoy a greater sense of security that they won't be evicted or that their
home and land won't be taken away. This gives them the confidence to enhance the property,
send their children to school, and demand basic services, as well as legal recognition from the
government.

While the benefits of land registration are many, the disincentives are often considerable. In
many parts of the world, poor people don't trust land registries or formal government out of
fear that those systems will only result in taxation. Another common drawback is the formal


registration process itself, which is often complex and expensive for anyone but a wealthy
landowner to attempt to navigate.

In Cairo, only 5 percent of the roughly three million real estate properties are registered in the
existing paper-based deeds system. The land registration process, which lacks computerized
automation, takes an average of 193 days to complete, involves many complex steps, and
has high fees. The typical landowner doesn't view the process as worth the time and money
involved.

The registry contains paper documents dating back to 1900.

The Egyptian government recognizes the long-term economic benefit of bringing the other
95 percent of Cairo's private properties into the formal system. With encouragement from


a rising middle class that increasingly wants to take advantage of mortgages, Egypt is
streamlining the process and replacing the manual registry index in Cairo with a parcel-based
deeds registration system that is linked to a digital cadastre using GIS technology.

Automation Teams with In November 2004, the U.S. Agency for International Development (USAID) provided the
Parcel Maps funds to initiate the Egypt Financial Services (EFS) program, of which one aspect (Task 2) was
identified as modernizing the property registry in Cairo. Egyptian government counterparts are
the Real Estate Publicity Department (REPD) of the Ministry of Justice and the Egyptian Survey
Authority (ESA).

International Land Systems Inc. (ILS), an Esri Business Partner in Silver Spring, Maryland,
and Esri Northeast Africa (ENEA) of Cairo are the two contractors responsible for Task 2, using
state-of-the-art automated software and GIS.

ILS is implementing the Land Registry System (LRS), its off-the-shelf solution for real property
title registration. LRS automates the entire property registration workflow and configures for
local Egyptian laws, language, and documents. LRS in Egypt will use IBM's DB2 database
management system and the LRS J2E-based content management system.

"From the outset, Egypt understood the value of linking the deeds registry with a digital
cadastral map," says Noel Taylor, ILS vice president of International Programs and resident
leader of Task 2. "This design establishes the framework so that government offices involved
in land management, such as real estate registration, taxation, planning, and zoning, can tie in
to the same GIS and share information at the level of individual parcels. One district in Cairo,
comprising about 100,000 real estate properties, was chosen for the initial implementation."

The important task of developing the ArcGIS Server technology-based cadastral mapping
solution (CDMS) is being handled by ENEA. The parcel index map is the base layer of the
CDMS and is populated with the location and geometry of each parcel and building footprint, as
well as a unique property identification number.

Fatma Abdel Kader, ESA general director of the Cadastral Mapping Department, notes that now
that the two systems are integrated digitally, "it will allow the electronic exchange of information
between ESA and REPD."
Automating the Process The existing registry contains paper documents dating back to 1900, and no unified property
from the Ground Up cadastre has ever been created, which meant an enormous volume of map data had to be
obtained either in the field or from paper records and converted using LRS.


"The critical aspect of this phase was to create the unique parcel ID to link the data in the two
databases," says Taylor.

A GPS mapping crew.

Populating the geospatial database in the CDMS was a complicated endeavor due to the
numerous types of maps available. ESA provided both paper and digital maps, which were
either scanned or imported into the cadastral layer. From local taxing and planning offices, maps
describing parcel geometries and locations were gathered. Building footprints were digitized
from aerial photographs or scanned from construction plans supplied by real estate developers.

"In this first district, there were many properties that had never been mapped, and we had to fill
in those gaps with GPS mapping crews," says Taylor. "Field teams, all hired locally, were also
used to verify the relational accuracy between parcels."


Going Live with Deeds REPD expects to open its new District Registry Office in Cairo in 2008. Extensive training in
Registration land registration practices and information technology is now under way for the staffers, many
of whom have little experience with automated systems. REPD and ESA offices will be linked by
high-speed telecommunications lines.

Ali Abdel Salem, former general secretary of REPD and now a consultant on the project, says
that LRS and CDMS will "minimize the time required to inspect applications, assist applicants
in dealing with the registry, and help them acquire the required documents to achieve a secure
and stable tenure.

"Working within the system, a clerk may use the LRS ArcView extension to access the CDMS
and view the parcel map and other legal documents."

"This extension will also be available to the public on a computer in the district office," says
Taylor. "Our analysis of business processes revealed that a major bottleneck occurred because
landowners didn't have easy access to the parcel descriptions that define their property. They
will soon be able to obtain this information themselves by using one of the REPD terminals.

"When the systems are fully operating and the staff are comfortable in their new activities,
the process required to record most real estate transactions will take only about 30 days and
require a flat fee paid by the applicant. Once the registration has been approved and paid, the
official deed will be printed directly from the system and handed to the landowner."

In preparation for the new Cairo registry, project participants are embarking on an educational
campaign aimed at making the public aware of the personal and national benefits that will be
derived from registering real estate holdings with the government.
About the Author Peter Rabley is the president of International Land Systems Inc. with more than 20 years of
experience designing and implementing land information systems around the world.

(Reprinted from the Spring 2008 issue of ArcNews magazine)


Mapping Urban Inequalities with GIS
By Linda Loubert, Economics Department, Morgan State University, Baltimore, Maryland

Highlights

„„ ArcGIS is used to geocode 911 calls and crime data to socioeconomic and demographic data to
determine a focus/study area.

„„ Esri Business Analyst mapped all businesses around a proposed emergency shelter site.

„„ GIS is important to homelessness prevention.

Mapping urban areas can help cities target policies that are most efficient and effective for their
communities, particularly for those who are less fortunate. However, finding a solution to a problem
such as homelessness entails understanding the associated issues. GIS has become fundamental
to that process.

Homelessness prevention, of course, should be the first priority. But when that has not taken place,
it becomes necessary to have a structure ready to supply fundamental care and services. Finding
a location for shelters gets to be a tricky situation for local governments because businesses find it
undesirable to have homeless people close by and, therefore, resist their accommodation, hoping
shelters will not be near their businesses or, as the slogan goes, Not in My Back Yard (NIMBY).

Social scientists at Morgan State University, Baltimore, Maryland, studied the impact of locating a
permanent homeless shelter for the City of Baltimore with the intent of uncovering all perspectives
of building a new structure. Their findings could be applicable to any city. Beginning with some
statistics on homeless people, the study found a clear indication of the critical need for some type of
permanent structure because

„„ More than 800,000 people may be homeless on any given day; 200,000 of them may be
children (Burt, M. R., 2001. What Will It Take to End Homelessness? Washington, D.C.: The
Urban Institute).

„„ During a typical year, 900,000 to 1.4 million children are homeless.

„„ Ten percent of all poor people may be homeless, even if only for a short while.


„„ Seventy-five percent of homeless individuals access services in central cities (The Annual
Homeless Assessment Report to Congress, 2007).

When more than 50 percent of their
income has to go for housing, this
tends to push low-income people
into homelessness even faster. Also
contributing to the problem is that U.S.
health care policies have removed
institutional support for people with
severe mental illness, along with a drastic
reduction in long-term hospitalization for
the mentally ill; this has pushed these
individuals out into the streets.

The "visible" homeless people are
generally overrepresented in central cities
of large urban areas. In Baltimore, as in
other cities, homelessness is a serious
social and public health problem, so the
city believed building a new emergency
shelter for more than 200 people would
help alleviate some of the problems for
homeless individuals. Building the shelter,
called the Housing Resource Center, is a
strategy to address the City of Baltimore's
10-year plan to end homelessness. This
project reflects various aspects of best
practices to the extent that it integrates a
24/7 emergency shelter with an array of
supportive services (health, counseling,
and employment). This shows the population density for defined neighborhood
boundaries and locations of current service providers within
a 1.5-mile radius. Within this radius are at least 60 percent
The study involved key stakeholders to of the providers of services to the homeless.
understand the impact of this shelter as it
related to homeless people, businesses,


service providers, and neighborhoods located less than one mile from the proposed site. The
study also included the developers of buildings for homeless people who could contribute
design ideas that would incorporate safety measures for the shelter residents and the residents
of the surrounding community, as well as appropriate architectural designs for the area.

ArcGIS was used by the Institute for Urban Research at Morgan State through an Esri university
site license. Using its overlays and tools, the institute's researchers incorporated ArcGIS in
this study beginning with community mapping; they collected information from the city, local
businesses, and neighbors of the proposed site. They captured mobility patterns of homeless
individuals using GPS. ArcGIS provided the tools to geocode 911 calls and crime data to U.S.
census block groups, and socioeconomic and demographic data from the U.S. census was
added to paint a picture of the focused area for analysis. The researchers took population
density into account for defined neighborhood boundaries and the location of current service
providers within a 1.5-mile radius (showing at least 60 percent of the providers of services to the
homeless).

It should be noted that the City of Baltimore has only used temporary emergency shelters,
scattered throughout the city, not a permanent one. Even though the neighborhood is densely
populated, the study showed that the proposed location of the site would be in an unpopulated
area of the neighborhood, under the viaduct of an interstate highway.

With Esri Business Analyst, all businesses around the proposed site were identified. Businesses
in the neighborhoods surrounding the proposed emergency shelter represent 13 percent of all
businesses in the city. The area consists of the downtown district.

From this kind of study, the question naturally arises: Will the shelter bring more crime and/
or disturbances? To answer this question, researchers geocoded emergency medical services
(EMS) calls and other crime data to U.S. census block groups for 2004 and 2008. Since a
private sponsor opened a multipurpose soup kitchen in 2007, within 1,000 feet of the proposed
facility, the homeless traffic was assumed to have increased during that time; this gave good
reason to use years 2004 and 2008 for analysis of crime and EMS data. Based on standard
deviations, the results indicate that the proposed site would not increase crime with an influx of
more homeless people.

The study concluded that businesses and neighboring communities possessed a rather
negative view of having a permanent shelter in their area. Homeless people were seen as
loiterers and panhandlers who sleep in public spaces and relieve themselves on private property


and who should not be concentrated in one area of the city. Service providers and developers
perceived homelessness as a societal health illness, with the need for compassion and effective
policy to relieve the symptoms. The homeless individuals who spoke during the focus group
study indicated that their desire for help was only for private residency, not group residency, as
the proposed structure would provide.

Using ArcGIS Desktop and Esri Business Analyst, the study concluded that the site would be
in a sparsely populated area of a few blocks within a densely populated neighborhood that
included some businesses. The crime and EMS data showed that no increase in crime would
occur because of the site when standard deviations were examined.

Using GIS along with qualitative analysis, such as the focus group of stakeholders, cities can
better understand the needs of the homeless population.
About the Author Linda Loubert, Ph.D., is an assistant professor in the Economics Department at Morgan State
University, Baltimore, Maryland, and an affiliate researcher in the Institute for Urban Research at
Morgan State.
More Information For more information, visit the Institute for Urban Research at iur.morgan.edu. Other key
personnel for this study from Morgan State University were Mary Anne Akers, Ph.D., School of
Architecture and Planning; Jonathan VanGeest, Ph.D., School of Community Health & Policy;
Sidney Wong, Ph.D., School of Architecture and Planning; Azza Kamal, Ph.D., School of
Architecture and Planning; and Marvin Perry, Office of Sponsored Programs.

(Reprinted from the Spring 2010 issue of ArcNews magazine)


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