99-813ORIGINA
Presented By:
Referred To:
RESOLUTION
CITY OF SAINT PAUL, MII
Council File # q ` "6 �3
Green Sheet # 09836
Committee: / Date
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WHEREAS, many City departments have begun their involvement in creating computerized
a GIS system as they perceive a system, and
WHEREAS, the City has determined that an independent review and an overall plan to
possible within the individual limits of various department needs, and
systems that meet their needs for
the GIS systems are as coordinated as
WHEREAS, the professional service contract will be administered by PED and the inancing from fund balance is appropriate until a plan
is produced, and
WHEREAS, the Mayor, pursuant to sec. 10.07.04 of the city charter, doe ertify that there are available for appropriations $149,789 in
funds in excess of those esiimated in the 1999 budget and does recom end the folfowing changes to the 1999 budget:
FINANCING PLAN:
Department of
Divisio�
GL 001 00000 9830 Use of Fund balance
GL 001 00000 0000 all other financing ,
SPENDING PLAN:
Department of
Division
GL 001 06000 0219
All Other Fund Spending
RESOLVED, that the City Councii
Current
Budget
Change
Amended
Budget
3,378,696
156,599,813
15 ,978,509
0
159,978,509
159,978,509
these changes to the 1999 budget.
149,789
0
1�
149,789
0
1�
3,528,485
156,599,813
60,128,
149.789
159,978,509
160,128,298
Bostrom
ve� ys Absent Requested by DepaRment of:
Financial Services O�ce
By: Joe Reid
Approval Recommended by Budget Director:
gY� � M ��
Adopted by Council:
Adoption Certified by
mcil Secretary:
s
Approved by Ma r: Date
By:
By:
Form Appro�ec} bM City
B
Submission to Council:
o�,�,�,o,���„�, DAIEIN111A]PD 9q —4��3
Planning&Econ.Development 08-03-99 GREEN SHEET NO. 09836
NMACfPBRSON&PHONE a OIDARThffNCD a �]YCWNCR.
Mark VanderSchaaf, 266-6637 � a�cvnn'oa�' 8' �' Q a�n'am.e
MUSTHEONLY%IN�.AGENDABY(DA'!E) �'AIANCLV_SEROFF.DIX O FIN.SFxOFF.AttTG.
Au� �8 1999 0�roA���� a
TOTAL # OF SIGNATURE PAGES 1 (CLIP ALL LOCATIONS FOR SIGNATURE)
ACfIONREQUFSCID
Appmve funding for Consultant Professional Servioes to prepare a three (3) year strategic plan for the citys' GEOGRAPHIC INFOl?MATION SYSTEM
(GIS)technology.
aECO�m.m+�nnous npp�ovc(Nmrs�ra(W PERSONAL SERVICE CONT12�1C15 MUSC ANSWEHTHE FOLLOWING QUEtiTIONS:
ruxHUaccnimassrrnv _ava�evtamtams4au l.tlssrtispe�sowfvmevewodceaimaeraconvacttmtn;saepum
��p�g YES NO
_A_SiA£F(GISPOtiryHaaL) _ 2.H3SUuSjlt60ll��ilm¢vtSbECOacilytm�IlOyCC?
p���r YES NO
sueeoms mu4� Coutvca oa�Cnve! 3. Does ttispe�sodfum possess a skill notno=mally possessed by any av�rnt city employee?
YES NO
(Expltin all yes aoswers m separate sh¢et and atdch [o geen shcek)
IMIIASINGPROSLEM,ISSU&OPPORIVNISYMmA W�S��, Whert. WhS)_
1'he City recognizes a need to coordinaze the various GIS efforts already being undertaken in: PED, PW, LIEP, Water, Police, and TMS.
The vazious departments have spent assets with little overall consideration of citywide perspective. Moreover, other City depaztrnents
are planning to begin using GIS in the neaz future.
ADVANSAGES@APPROVED
The city will have a three (3) year plan to assure that GIS efforts resuk in useable information gathered and presented.
DISADVANTAGPSff APPROVED. g �Y �.�.� '�is � �4' [ d �
rt p
None :�.�5#.�� �'�z-�,��;,s..:r� < s=�.
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D15ADVAMAGESOFNOTAPPROVID �
The various depaztrnent efforts will result in a mix.of undesirably redundsntGIS systems, all unable to interact well with one another.
TOTALAMOUNlOFTRANSALTION 149789 cosrmeveNUeswceren�cmaeo�� xes No
Faxoavcsovnce 1999 budC,�et ncrrvrrvHn,�mea GL - 001 -06000 -0219
f'nvneicw.�ro�uunox �ecn�
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CI� �r" Sf��T PA�. 390 Ciry Hnll Te[ephane= 651-266-8510
NormColeman,Mayar ISWestKelloggBoulward Facsimile:651-228-8513
Saini Paul, MN 5510?
STAFF REPORT
Date: August 10, 1999
To: Mayor Norm Coleman
Council President Dan Bostrom
Councilmember Jay Benanav
Councilmember Jerry Blakey
Councilmember Christopher Coleman
Councilmember Michael Harris
Councilmember Kathy Lantry
Councilmember Jim Reiter
From: Mark Vander Schaaf
Geographic Information System Project Manager
Re: Saint Paul Geographic Information System Strategic Plan
Executive Summary
Mayor Coleman is recommending that $149,789 be allocated from the General Fund to
support the City in creating a three-year strategic plan for the future development of its
Geographic Information System (GIS) technologies. The strategic plan will outline out a
detailed inveshnent and organizational development program to guide Saint Paul in its
future use of GIS.
Benefits of the proposed plan and its implementation are:
Improved government efficiency and effectiveness resulting from expanded use of
GIS throughout City deparhnents and offices; this will enable the City to provide
faster, better public service at a lower cost;
Strengthened capacity of the City's community partners -- particularly community
development corporations and district councils -- which increasingly rely on data
from the City's GIS to assist them in fulfilling their missions; and
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Cost savings resulting from the coordination of Saint PauPs GIS development;
coordination will enable the City to avoid duplicative and incompatible GIS
applications, data, softwaze and hardware.
For a number of yeazs, some Saint Paul City departments and offices have used GIS
technologies to improve theu efficiency and effectiveness. Although GIS has been a
valuable tool in Saint Paul in the past, there are many barriers to maacimizing the benefits
of our GIS in the future. Consequently, Saint Paul now lags behind most communities of
our size in reaping the benefits of GIS.
In 1997, rivo grass-roots initiatives arose to explore ways to improve the City's GIS
tecl�nology. One initiative originated with community organizations which were
concerned about the difficulty of accessing City geographic data to help them fulfill their
missions, particularly relating to the development of affordable housing. A second
initiative involved City staff -- both from the administration and from City Council. Both
initiatives came to the same conclusion -- that the City's GIS development in the past has
been limited, uncoordinated, and not strategically targeted to support the highest City
priorities. Both also noted that many other ciries haue established well-coordinated GIS
programs, and that Saint Paul could benefit from the experience of others in improving its
GIS in the future.
Presented with these findings, Mayor Coleman in early 1999 appointed an executive-level
GIS Policy Board, again including City Council staff representation. The Board was
charged to recommend a process for determining the best approach to improving the level
of GIS investment and coordinarion in Saint PauL The GIS Policy Board met monthly
from April through June of 1999, and determined that the City should develop a detailed
three-year GIS strategic plan and cost justificarion. All relevant City departments and
offices will participate in the planning process during the fall of 1999. The process, as
proposed, would also involve key community pariners to deterxnine how the City's GIS
can most effectively integrate with their work.
To assist in the preparation of the plan, the GIS Policy Board further recommended that
Mark Vander Schaaf be appointed GIS Project Manager through the end of 1999, and that
assistance in plan development be provided by a partnership involving Human Resource
business consultants and Convergent Group, a systems integration firm specializing in
GIS and related technologies for municipal govemments and utilities. The recommended
General Fund allocation of $149,789 would pay for the involvement of Convergent Group
in the process.
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The following report provides additional details to expand on the above si.mimary.
Secrions of the report aze as follows:
• I. Definition of GIS (p.3)
• II. Nature of GIS Benefits (p. 3)
• III. GIS in Cities Similar to Saint Paul (pp. 4- 8)
• IV. History of GIS in Saint Paul (p. 9)
• V. Benefits Already Derived from GIS in Saint Paul (pp. 9- 14)
• VI. Barriers to Maxunizing Benefits from GIS in Saint Paul (pp. 14 - 16)
• VII. Community Iniriatives to Improve Saint Paul's GIS (pp. 16 - 19)
• VIII. City Staff Iniriative to Improve Saint Paul's GIS (p. 19)
• IX. GIS Policy Board Decisions and Recommendations (pp. 20 - 21)
• X. Fall 1999 GIS Strategic Planning Process (pp. 21 - 22)
In addition, the report contains three appendices:
• A. Saint Paul GIS Vision Statement (p. 23)
• B. Saint Paul GIS Policy Board Charter (pp. 24-25)
• C. Saint Paul GIS Advisory Group Charter (pp. 26-27)
I. Definition of GIS
The National Science Foundation, which created the National Center for Geographic
Information and Analysis in 1988, provided the following standard defmition of GIS: "A
geographic information system is a computerized data base management system for
capture, storage, retrieval, analysis, and display of spatial (locationally defined) data."
(quoted in William E. Hu�old, An Introduction to Urban Geographic Information
Systems [1991], p. 29) Although a GIS typically uses computerized mapping to display
information, this definition makes it clear that GIS extends faz beyond mapping to include
a variety of ways to access and analyze data, and use it for decision making and improving
service delivery.
II. Nature of GIS Benefits
Two types of benefits from GIS aze typically recognized: efficiency and effectiveness.
GIS improves efficiency by enabling employees to do more of their existing work with the
same or fewer resources. It improves effectiveness by creating tools to provide valuable
services that were not even possible without GIS. A well-designed City GIS therefore is
able to improve service to citizens substantially, both by reducing the cost of government,
and by providing better and faster service delivery.
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III. GIS in Cifies Similar to Saint Paul
Many cities haue used GIS much more than Saint Paul to bring about the benefits
described in Section II above. Cities often admired for their "best pracrice" GIS
operations include many communities similaz to Saint Paul, both in size and in
commiknent to high levels of public service -- cities such as Charlotte, Cincinnati,
Indianapolis, Louisville, Milwaukee, Mimieapolis, Phoenix, Portland (OR), and San
Diego. Without exception, all "best practice" GIS cities are chazacterized by
arrangements both to share GIS throughout the organization, and to coordinate such
sharing_ Without such coordination, many of the benefits of GIS are negated by other
inefficiencies.
Other chazacteristics that typify these cities include significant participation from most or
all major City offices. Most also have a working relationship or direct partnership with
their County. Also, the use of the Web as a medium for serving geographic data both
internally and externally is on the rise. Finally, although most cities don't have precise
figures for cost sauings, all report that GIS has helped improve staff productivity and has
aided in substantial improvements in City service delivery. Specific cost savings
attributable to GIS were reported by two cities: Indianapolis ($1 million annually) and
Portland ($9 million over a five-year period).
ChaYlotte, NC
City and County government are closely interiwined in Chazlotte, since the city of
Charlotte comprises over half of the county's land area, and 77 percent of its
population. Consequentiy, Mecklenburg County operates a GIS to serve both City
and County needs.
Chazlotte/Mecklenburg County's GIS has been designed to provide a wide variety
of data to the public, as well as to City and County agencies. Publicly-accessible
GIS data currently include a real estate system (property maps, zoning, building
footprints, and property t� values), voter information, a government services
locator, student assi informarion, and a park facility locator.
The next phase of Mecklenburg County's GIS project involves replacing detailed
information books for each County Commissioner District with a web-based map
and information server. The current practice involved producing a separate 50
page report on each of six commission districts that included demographic
information and locations of schools, pazks, government buildings and other
services. This is being replaced with a web-based map server (expected to come
online in September) capable of producing customized maps for all users. While,
no exact cost savings estimate was available, the reduction in printing costs alone
will be substantial and significantly less staff time will be involved. Furthermore,
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the quality and accuracy of the product will improve.
In honor of its GIS accompiishments, the Mecklenburg County GIS in 1999 was
granted the prestigious National Association of Counties Achievement Award.
Web site: http://www.co.mecklenburQnaus/coQis/
or http://maps.co.mecklenbur�naus
Contact: Tammy Dixon, (704) 336-6629
Cincinnati, OH
Cincinnati's GIS is operated by the Cincinnati Area Geographic Information
System Consortium (CAGIS), whose members include all City, County, local
utility, and other local jurisdictions in Hamilton County, OH. CAGIS emphasizes
using GIS to integrate a broad range of related information technologies to
improve the productivity of hundreds of employees in public safety,
environmental, service, building , housing, planning, and utility agencies.
Contact: Barbara Quinn, (513) 352-1641
Indianapolis, IN
The Geographic Information System at the City of IndianapolislMarion County
has been in existence since 1986. It began with the establishment of the
Indianapolis Mapping and Geographic Infrastructure System (IMAGIS) project.
Through a collabarative effort between various City and County agencies and local
utility companies, IMAGIS provided a common land base and aerial photography
for Marion County, Indiana.
In 1996, the GIS team was comprised of nine City of Indianapolis employees from
three major departments. The system represented a group of "power users" who
provided data services and hard copy map products to the various deparhnents. In
an effort to enhance the GIS, the City of Indianapolis set out to put the "power" of
the system in the hands of the deparhnental users. This decision not only provided
additional staffing and management for the City and County GIS; it also provided
an opportunity of getting GIS to the desktop.
Today there are more than 400 desktop users of IMAGIS. Indianapolis is still
aggressively developing new databases and tools using GIS. In coming years the
system will be used to manage snow plowing and lawn maintenance of city
properties. Capacity is being added to manage an "adopt-a-median" proj ect and
track wheel chair ramps on city sidewalks. Although the City has spent more than
$16 million on technology since 1986, the proj ect manager is confident they have
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recovered those costs in improved efficiency and productivity. He conservarively
estnnates the City saves an additional $1 million annually through the use of GIS.
In addirion to cost savings, the City provides much improved service to its citizens
and businesses, and the quality (and quantity) of work is higher.
Web Site: http://www.ci.indianapolis.in.us/tris
Contact: Dave Mockert, (317) 327-4663
Louisville, KY
The Louisville/Jefferson County Information Consortium (LOJIC) represents a
multi-agency effort to build and maintain a comprehensive GIS to serve all of
Louisville and 7efferson County, Kentucky. Present LOJIC participants include the
City of Louisville, Jefferson County, Louisville and Jefferson County
Metropolitan Sewer District, the Property Valuation Administrator and the
Louisville Water Company. All participants are sharing the cost and effort
involved in the fixll development and successful implementation of LOJIC.
Website: httn:/iwww.lo�c.org
Contact Curt Bynum, (502) 540-6121
Milwaukee, WI
Milwaukee is credited with being the first City to develop a strong GIS. Its
commitment to a Citywide GIS dates from the late 1970s when a commitment of
federal money helped the City digitize its base maps. Since then they have added
land use and tax information and sewer and water infrastructure locations.
Currently there are about 120 users throughout City Hall. The City shares data
with some community organizations but can only do so on CD ROM. While they
are interested in developing Internet map serving capabilities, they do not currently
have funding to do so. While no plans exist for major overalls in the near future,
staff is constantly maintaining high quality base maps and attribute information.
Because of Milwaukee's early start in this technology, cost savings took some
time to realize. No esrimate of cost sauings of using GIS is available but
according to one staff inember the reduction in technology costs coupled with
increased salaries suggests they are saving money using the GIS.
Contact Nancy Olson, GIS Manager, (414) 286-8710
Minneapolis, MN
Minneapolis is in the process of converting an existing and aging GIS that is used
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by about one-third of City departments. In addition to replacing the existing
system, access to the new enterprise data network is being expanded to a11 City
departments.
The replacement and expansion is happening in three phases: identification of
needs, system design and system deployment. They aze currently involved in
system design, specifically worlang on nine different web-based applications that
will serve 90 percent of the users. The remaining 10 percent will use more
powerful packages.
No overall cost savings estimate could be provided for Minneapolis. However, by
spending significant time identifying user needs and employing a"business-
process" model the city will save millions of dollars by reducing the number of
full software licenses from over a couple hundred to a couple dozen. Furthermore
by providing routine mapping and display funcrions on the desktop they hope to
cut down by three-fourths the 55,000 plots produced by the engineering
deparhnentevery year.
Contact: Gary Criter, (612) 673-2927
Phoenix, AZ
In 1988 the voters of Phoenix approved $3 million for an"automated mapping
system." By 1992 the City was ready to begin creating digital based maps of the
725 square mile uea, finislving in 1996. Today, the Phoenix GIS database
includes all pazcel lines, ownership and tax information, planning and zoning data,
water and sewer locations and even detailed aeriel photographs. The system is
used by almost 300 people throughout City government. Phoenix created its own
intranet map server for most casuai users while providing more powerfixl software
for more experienced staff.
The major focus of GIS staff is the continuous improvement in the quality and
accuracy of the data. Plans are also underway to add more infrastructure
information and improve the systems ability to route emergency and other city
vehicles. The City could not provide and estimate on the cost savings of their GIS.
However, City staff now have "one stop shopping" at their desktop, significantly
reducing staff time for projects using geographic information. Furthermore, the
quality of the information and service they can provided has improved
substantially.
Contact: Joel Mork, (602) 262-6028
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Portland, OR
Portland is a particulazly instructive example of a City that only recenfly learned
the hard way of its need to coardinate the GIS efforts of individual departments
and offices. With a strong bureau form of government, departments and offices in
Portland were independently investing in GIS technology during the late 1980s
and early 1990s. By the mid-1990s, City officials deternuned that there were
opportunities to save millions of dollars on GIS hardware, software, data, and
applications that were duplicative and/or contradictory. Consequenfly, staff
developed the vision of a"GIS Hub" that would integrate existing GIS resources
and create substantial economies of scale and service improvements. Now the GIS
Hub is being implemented in Portland as the centerpiece of its new approach to
GIS. The next phase of GIS Hub implementation in Portland is proj ected to yield
a net savings to the City of $9 million over the next five years.
Contact: Rick Schulte, (503) 823-5634
San Diego, CA
CsIS in San Diego operates through a unique organization, as a core function of the
San Diego Data Processing Corporation (SDDPC), a private, nonprofit corporation
owned by the City of San Diego. Formed in 1979, SDDPC provides a wide
variery of data services, but with GIS as its fundamental base technology.
The GIS component of SDDPC is known as SanGIS, a combined CitylCounty
GIS. San Diegds GIS dates from 1984, when the City and County began
cooperating on the Regional Urban Information System (RUIS), an integrated GIS
designed to meet the needs of all City and County activities that create or use
geographic information. Soon, RUIS became nationally prominent for its success
in meeting its goals of improving productivity; reducing costs; providing access to
accurate, timely information for decision making; and improving service to
citizens. In 1995 it received the Exemplary System in Government award from the
Urban and Regional Information Systems Association.
In 1997, SanGIS was created as a Joint Powers Agreement that formalized the
RUIS partnership. Today SanGIS supports a wide variety of applications, in
agencies responsible for public safety, planning and development, facilities
management, subdivision mapping, route management, and decision support and
analysis.
Web site: http://www.sangis.org/
Contact: Sandra Kourte (619) 702-0405
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IV. History of GIS in Saint Paul
The City of Saint Paul has gradually been building up its GIS capacity since 1985,
although with only minimal coordination. In 1985, the City's Public Works Department
began cooperating with Ramsey County to migrate data regarding the City's infrastructure
into GIS. In the early 1990s, the City's Real Estate Division and the Water Utility also
began using GIS for key operarions.
Until recently, however, GIS usage in Saint Paul remained limited in scope, due primarily
to the high cost of GIS technology. But in the late 1990s, the cost of GIS technology
declined substantially, due to steep drops in the cost of high-speed, lazge-memory
computing. Moreover, as of 1999, industry observers are identifying the advent of an
even more significant ixnprovement in GIS accessibility as GIS is starting to become an
intemet/intranet activity, creating even more possibilities for efficiencies.
As a result of recent and coming improvements in GIS technology, nearly all Saint Paul
City departments and offices have become or will soon become GIS users. Since 1995,
PED has become an established GIS user. LIEP and Police also have recently started
using GIS. Other departments/offices intending to adopt GIS soon include the Budget
Office, Citizen Service Office, City Council Research, Libraries, and Parks and
Recreation. Key partners of the City are also planning or investigating moves into GIS -
including the Port Authority, the Public Housing Agency, the School District, district
planning councils, and community development corporations.
Saint Paul's current situation makes it important to resolve the issue of GIS coordination
soon. We haue not yet reached the crisis that Portland confronted in the mid-1990s - of
needing to undo years of substantial incompatible investments in separate City
departments. By acting now to address the coordination issue, the City can auoid costly
future solutions to the problem.
V. Benefits Already Derived from GIS in Saint Paul
As discussed in the previous section, GIS provides substantial benefits in improving both
City efficiency and effectiveness. The following are specific examples of such benefits
which are already occurring due to GIS in Saint Paul:
1. Improved City Employee Productivity. First and foremost, GIS is a tool for
quickly accessing data about the City and about City departmental activities. The
following examples are of situations where GIS has made it possible for
employees in City deparhnents and offices currently using GIS to obtain and
analyze important data many times faster than would have been possible without
GIS:
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Affordable Single-Family Housing: During the City's housing policy
debate in late 1998, PED was asked by the Mayor's Office to put together
trend information regarding locarions of affordable housing in Saint Paul.
Using GIS, PED provided maps of 1991-1998 single-family housing value
changes for more than 50,000 sepazate parcels. This two-day project
would ha�e taken many months and several FTE staff to complete without
GIS.
Deployment of Crime Fighting Resources: Using GIS, Police reseazch staff
now provide unit commanders with timely information regarding types of
crimes and the frequency of their occurrence within each commander's
area of responsibility. Officers and community members now are able to
view maps containing such information. Based on these maps, scarce
resources can be targeted more effectively.
Property Owner Notification: One of the City's earliest GIS applications
was developed by the Real Estate Division many years ago to enable the
listing of properties within user-defined geographic boundaries. This
system allows relatively inexperienced operators anywhere in the City to
generate such lists as reports or labels in only a few minutes. Often, such
listings are made to fulfill legal requirements to notify property owners of
public hearings, ta�c changes, etc. Prior to GIS, such projects took up to
several weeks.
Minunizing Main Breaks: Water main breaks are of great concern to the
Water Utility. Not only is the loss of water (and revenue) an issue, but
damage to homec and subsequent lawsuits are frequent consequences of
such a break. In an effort to minimize main break occurrences, the Water
Utility has a policy to replace those mains that haue a history of failure.
All mains in the Residential Street Paving Project areas that meet certain
criteria are replaced. The selection of these mains is made using GIS
mapped data.
Identification of Redevelopment Opportunities: PED is currently working
on a project to identify redevelopment opporiunities on University Avenue.
Using GIS, basic property information for the whole length of the avenue
can be obtained, analyzed and mapped in 2-3 hours. A snnilar University
Avenue project in the early 1990s (pre-GIS) took one staff person several
weeks to pull together the same information.
Right of Way Permits: Public Works now uses GIS to set fees far permits
to dig up or obstruct street rights of way in Saint Paul. Fees are based on a
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variety of street characteristics stored in a GIS database. This GIS-based
pernutting program yields $800,000 annuaily in revenue for the City.
Before GIS, such pernutting fees were not feasible because relevant
information could not be gathered quickly enough.
Fire Hydrant Chazacteristics: The Water Utility provided a map to the Fire
Deparhnent depicting hydrants as to their potential amount of available
water (symbolized by cap color). Tlus is valuable information for Fire
personnel as they dispatch crews to particulaz sites, to assist them in
choosing the best hydrants to provide the water needed for fighting a
particular fire. Another map was provided to Public Works to indicate the
suitability of hydrants as sources of water to fill water trucks for such
activities as street sweeping and the watering of sod and bushes. These
maps were easily constructed in a few hours using GIS; without GIS, each
project would take several weeks.
Paving Sealcoaring Program: Using GIS, a Public Works intern can in two
days calculate the quantities of materials needed annually for the City's
paving sealcoating program. Previously, this task required two to three
weeks of work by a highly paid professional.
Zoning System: In the past, PED kept track of current zoning on mylar
maps which were inegularly updated and reproduced in paper notebooks at
great expense. Using GIS, PED now has an electronic zoning map that can
be instantly updated. In time, the City's zoning can be displayed over the
internet and accessed there by the public. GIS will also enable PED to
accelerate the flow of zoning information with LIEP.
Sewer Strip Maps: Priar to GIS, Public Works maintained information on
the sewer system in the medium of 3,500 linen maps. Information from
sewer maps is needed frequently - any time sewer work or permitting is
required. The laborious process of working with linen sewer maps has
been replaced by a sunple process of pulling scanned images up on the
computer. GIS has transformed routine operations that took ten minutes
each into operarions requiring less than a minute of work.
Saint Paul Renaissance Fund: Using GIS and a State database, PED can
now create a profile of employment patterns downtown, or far any selected
neighborhood, in less than a week. (Most of that time is spent cleaning up
the database; once the data are clean, the process takes only a few hours.)
In the 1980s, before GIS, PED used three interns and a budget of $10,000
to do a three-month survey of downtown employment. When the survey
was complete, it was still inflexible, since it counted only employees in the
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defined study area. The flexibility and speed provided by GIS in this
project have enabled PED to contribute significant information to Paul
Anton, consuitant to the River&ont Coxporation, to his work documenring
the expected economic impact of development in the Saint Paul on the
Mississippi area.
Water Qualiry: The Water Utility receives numerous comments regazding
water quality from customers throughout the distribution system. Using
GIS, these data aze mapped to determine if patterns of problems exist. The
information is useful for determining flushing priorities and designing
system enhancements.
Advertising Sign Study: In preparation for legislative hearings dealing
with advertising signs in Saint Paul, a database was created whereby
billboards and advertising benches could be readily plotted by type and
owner on a map of the city. This was done for a combined effort by
Council Research and PED. This GIS application proved usefixl when
analyzing the relationships of advertising signs to various Zoning,
Protected Use, Heritage Preservation, and Special Sign District areas.
Without GIS, the amount of time needed to perform such analysis would
have been so great as to make the project impossible.
Street Database: A GIS database containing a wide variety of street
attributes has been created by Public Works. For any street segment or
collection of segments, it is now possible to determine sewer separation,
street paving, street characteristics, and traffic count data. Such data, while
available before, was practically inaccessible prior to GIS.
Adult Entertainment Zoning: As part of a recent lawsuit regarding the
City's adult entertainment zoning ordinance, PED was required to map
locations eligible for adult uses. GIS speeded up this complex problem
which required consideration of several other zoning districts and several
other types of uses.
Infrastructure Integration: Public Works is coordinating a process to create
GIS layers of all infrastructure facilities in Saint Paul - including facilities
managed by the Sewer Utility, Traffic and Lighting, the Water Utility, US
West, N5P Electric, NSP Gas, District Energy, and numerous other
entities. This process implements a 1997 City ordinance which requires
that such data be made available to the City.
Baseball Site Information: When the opportunity arose to make Saint Paul
the new home for the Minnesota Twins, PED was directed to map and
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provide parcellevel information about potential sites for a ballpark. With
GIS, it was possible to fulfill this assignment in a matter of days. Without
GIS, the same staff would have needed weeks to do the same work.
2. Fulfillment of Requirements Imposed by Outside Funders and Governmental
Agencies. Because GIS is becoming a standard tooi for government business,
outside funders and regulators aze begllming to design programs and requirements
around the expectation that GIS is being used. Examples:
Single Accountable Authority for Ciry Data: The State Data Practices Law
mandates that the City designate a single parry to exercise overall
responsibility for the maintenance and dissemination of City data. This
law, which is more than rivelve years old, means that the City must now
upgrade its system to ensure the accessibility of its eleclronic geographic
data.
Local Update of Census Addresses: Earlier this yeaz, Saint Paul was given
the opportunity to review the Census Bureau's database of housing
addresses in the city. Although our work was seriously hampered by a
flaw in the City's cunent GIS, we were able to identify 1,099 housing units
that the Census Bureau had missed. This translates into 2,900 people,
worth approximately $5 million in federal funding over a ten-year period.
Without GIS, we would not have been able to complete this task in the
allotted rime.
Lead Sampling: The Water Utility is directed by the Lead and Copper Rule
under the Safe Drinking Water Act to replace or "test out" as meeting
minimum requirements seven percent of the system's lead water services
each year (approximately 1,500). GIS is used to identify potential lead
testing sites, construct maps, and produce mailing lists to notify person's
whose property will be tested.
Transportation Planning: Planners for the Metropolitan Aixports
Commission are now instructing local communities to provide them with
local area data in standard GIS export files, and to identify a point of
contact that can assist with future inquiries about GIS and land use issues.
3. Improved Pr•oductivity of City Partners. Not only is the City itself increasin�y
using GIS as a tool to increase productivity, so are many of our key extemal
pariners. In each of the following cases, improved access to City data is needed by
our partners in order for them to fulfill their missions more effectively.
Community Development Corporations: CDCs have a special interest in
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using GIS as a tool to identify potential housing and business development
sites. Dayton's Bluff Neighborhood Housing Service has engaged in
several pilot projects to use GIS for these purposes. CDCs aze also
exploring the use of GIS to identify housing that is likely to become
abandoned unless intervention occurs. The Hamline-Midway Area
Rehabilitation Corporation (H-MARC) has implemented such a
"Neighborhood Early Warning System" (NEWS) pilot project.
District Plamaing Councils: Plamiing Districts are beginning to use GIS to
better fight neighborhood crime. The Hamline-Midway Coalition has
pioneered in the arena of neighborhood crime mapping.
Local Colleges and Universities: Local colleges and universities are
adopting GIS as a major tool in their efforts to engage in community-
oriented "service learning" projects. At least four local institutions now
haue strong GIS programs: the University of Minnesota, University of St.
Thomas, Macalester College, and Hamline University. In January of 1998,
George Latimer met with then-Deputy Mayor Tom Fabel to explain that
improvements in the City's GIS, and the sharing of GIS data with
Macalester, would be a crucial contributar to Macalester's ability to engage
in Saint Paul-specific action research.
Design Center: The Design Center has commissioned the creation of a
three-dimensional digital model of the downtown/riverfront area. This
model is expected to be of great value in attracting new development and
in ensuring that new projects fit the standards of the Saint Paul on the
Mississippi Development Framework. The Design Center also intends to
incorporate data from the City's GIS into this model, which will increase
its effectiveness as a development tool.
VI. Barriers to Maximizing Benefits of GIS in Saint Paul
A premise of the proposed GIS strategy is that the benefits of GIS can be blocked or
negated by a variety of barriers. City staff have identified the following as serious bamers
which together threaten Saint Paul's GIS benefits:
Duplicative Maps and Databases. When individual departments and offices
develop their own GIS programs, several departments may end up obtaining
virtually the same electronic base maps and data. Significant efficiencies could be
achieved by sharing common base maps and data. One of the City's costliest past
mistakes in this azena is its "City Address File." More than five deparrinents and
offices have each tried to develop a list of a11 addresses in the City. Although each
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departmenYs need is slightly different, a single core address file is the efficient
solution to this problem.
2. Incompatible Software, Maps and Databases. Related to the previously-discussed
barrier is the fact that uncoordinated GIS development results in data that cannot
inexpensively be shazed among City departments and offices - either because
different softwazes are used, or because the maps and data area developed
according to different standazds. This problem too has surfaced with the City
Address File - each of the City's existing files is partially inaccurate and
incomplete, making it unpossible to sunply merge the mulriple files into a single
file. Problems are also surfacing with maps that don't line up with one another.
Sometimes the misaligxunent can be as great as a city block, making it impossible
to bring data from one map into another map.
3. Transition Costs. Although there are inefficiencies in the City's current GIS, there
would also be costs associated with a transition to a more efficient system. Such
costs could include the replacement of old software and databases, as well as staff
re-training. In the case of databases, it may also be necessary to design translation
systems to enable comparison of data in redesigned databases with older data.
4. Costly GIS Hardware, Software and Data. Up until recently, GIS required a
costly high-speed computer, costly softwaze installed on each computer using GIS,
and data typically stored on each computer's hard drive. Cost savings will be
possible as the industry standard evolves toward an intranet GIS, where hardwaze,
software and data costs can be concentrated at the point of the server.
5. Confinement of GIS to the Experts. In the City of Saint Paul, as in many other
organizations, only a few trained experts could merit the costly and complicated
hardware, software and data associated with GIS. This meant that GIS could only
be used as a tool in high-profile projecta The evolution of GIS toward the internet
creates the opportunity to design a variety of simple GIS applicarions, customized
to enable all City workers -- as well as City partners and the wider public -- to
access quickly the kind of data they need.
6. Lack of Central Support Resources. Currently, Saint Paul's GIS is concentrated in
the hands of a few staff in several departments using GIS. At the same time that
this situation limits access to GIS by most staff, it also prevents the City from
realizing the benefits of core GIS functions in a central organizational unit. In may
ways, GIS performs best when it is designed as a utility - e.g., as analogous to
electricity. Currently, the City's sihxation is as if each department were generating
its own electricity and also confining electrical appliances to the few electricity
producers; instead, there should be a single producer of electricity, but appliances
for everyone who needs them. 7ust so, there should be a single entity responsible
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for core GIS functions, but customized GIS applications for all staff who need
them, as well as for key community partners.
Inertia of Work Culture. Ultimately, GIS is not prunarily about hardware,
soflware, applications and databases; instead, it is about using these tools to work
in more productive ways. Therefore, an unportant banier is the challenge of
learniug to work in new and different ways. For Saint Paul to improve its GIS, it
must balance technological development with organizational development.
8. Lack of GIS.Iob Descriptions. The City's job classification system has not kept up
with the e�cpansion of GIS responsibilities. New hybrid tifles and job descriptions
are needed to bring staff GIS activities into greater convergence.
9. Lack of Staff Consensus on GIS Details. As explained in Section VIII below, City
staff have reached a consensus on the need to coordinate Saint Paul's GIS.
However, there is no consensus regarding some important technical GIS issues -
e.g., what type of hardware and software packages will best serve the City's
coordinated GIS, and what type of organizational structure can best serve the
City's GIS needs. A process is needed to work through these issues to a desirable
solution.
VII. Community Initiatives to Improve Saint PauPs GIS
In 1997, a series of community initiatives were launched to improve Saint PauPs GIS,
particularly as a support for housing development. Rive interrelated initiatives
progressively advanced the housing-related GIS agenda in the community, and helped to
shape Saint Paul City staff commihnent to developing a coordinated GIS. The five
initiatives are described below:
1. Rondo Community Land Trust Study, "Accessing Housing Data in Saint Paul and
Ramsey County, Minnesota," prepared by Stephanie Keltner, November 1997
This study stemmed from growing demands to provide affordable housing and to
expand housing choices for low-income residents. The study was initiated by the
Rondo Community Land Trust, in partnership with the Suminit-University and
Lexington-Hamline Housing Working Group, and the Neighborhood Planning for
Community Revitalization progam of the University of Minnesota. The goal of
the study was to find more efficient ways to gather housing data from the City and
the County to support neighborhood housing development efforts.
The study concluded that current systems do not permit community groups "to
efficiently collect public data in order to assess and strategically plan
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neighborhood development efforts and to relay this information back to public
staff and funders." It fiirther recommended that "a coalition composed of
numerous housing organizations should tazget policymakers to alert them to the
unportance of neighborhood-level data access."
2. Macalester College Urban Studies Program
At about the same time the Rondo Community Land Trust paper was released,
former Saint Paul Mayor George Latimer was initiating a process to strengthen
Macalester College's community outreach programs. One priority of Latirner's
efforts was in the realm of "service learning" wherein professors and students
would wark with neighborhood groups on community development projects.
The Macalester experience was similar to that reported in the Rondo paper, but
with an additional twist. By 1997, several Macalester classes were using GIS
sofrivare for their projects, and were making efforts to use that technology in
service of Saint Paul neighborhoods. Data in a GIS format were even more
difficult to obtain. These experiences led Latimer to meet with then-Deputy
Mayor Tom Fabel in January of 1998 and urge him to support improvements in
the City's GIS.
Local Initiatives Support Corporation Study, "Data for the People: St. Pa'ul and
Integrated Property Informatian, "Prepared by Nicole Blumner, August, 1998
In the sutmner of 1998, the Twin Cities office of the Local Initiatives Support
Corporation (LISC) parinered with the National Congress for Community
Economic Development to sponsor a research project which essenrially expanded
the scope of the 1997 Rondo study. The purpose of the LISC study was to
determine what kinds of housing data and information systems are needed for
Saint PauPs community development organizations to do their work most
effectively.
The LISC study involved staff from eight Saint Paul community development
coxporations, agency staff from Ramsey County and the City of Saint Paul,
community development support organizations, and public policy faculty and
students at the University of Minnesota's Aumphrey Institute. The study also
interviewed and corresponded with "best practice" agencies around the counhy
regarding issues of data access and possible system models.
The LISC study's recommendations addressed a variety of short-term and long-
term issues, but concluded that a user-friendly, Web-based, integrated property
information database should be created. The database should be made available to
the general public, and designed in such a way as to ensure that the kinds of data
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needed by CDCs aze a part of it. Ideally, the study concluded, this system should
be linked to Saint Paul's GIS as it develaps.
4. Neighborhood Planning for Community Revitaliaation Project: "Saint Pau1
Community GIS, "Fa111998 - Summer 1999
One of the partners assisting with community GIS initiatives in late 1997 and early
1998 was the Neighborhood Plauiung for Community Revitalization (NPCR)
program at the University of Minnesota's Center for Urban and Regional Affairs
(CURA). In eazly 1998, NPCR put together a collaboration to apply far a federal
grant to fund the "Promoting Saint Paul Community Development Data Access"
project. The collaboration involved the Rondo Community Land Trust, Dayton's
Bluff Neighborhood Housing Services, and the Summit University Planning
Council, as well as the City, LISC, the Urban Coalition, and the Saint Paul
Coalition for Community Development.
Although this proposal was unsuccessful in obtaining federal funding, CURA
determined that the project was so unportant that it would sponsor it entirely with
university funding. Consequently, in the fall of 1998, two graduate student
researchers began working with a representative Saint Paul community
development corporation (Dayton's Bluff NHS), and a representative planning
district (Hamline-Midway) to explore a variety of practical ways to use GIS as a
tool for each organization better to fulfill its mission. Based on insights gained
from these pilot projects, a set of recommendations were also generated regarding
community access to GIS in the future. Specific recommendations were:
• Appoint a coordinator to direct and facilitate distribution of City data for
use by community based planning and development organizations
• Develop a neighbarhood responsive GIS to more efficiently provide public
data, particularly housing data, to support District Council and CDC
strategic decisions, program development and evaluation
� Adopt policies for the documentation and distribution of data far use by
District Councils and CDCs
• Develop a data handbook to reference data sources and applications for
community based organizations
• Use the Intemet/Intranet to provide access to data and applications
• Increase data and GIS capacity and resources of community-based
organizarions, in part to be met through continued involvement of the
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University of Minnesota's Center for Urban and Regional Affairs, and the
Science Museum of Minuesota's Map Lab
5. Neighborhood Early Warning System (NEYYS) Pilot Project, Fall 1998 - Summer
1999
In the fall of 1998, the Hamline-Midway Area Rehabilitation Corporation (H-
MARC), with the assistance of a University of St. Thomas student supported by
the Universaty of Minnesota's Neighborhood Plamiiug for Community
Revitalization program, conducted a feasibility study for an'Barly Wazning
System" to support strategic housing revitalization plamiing. A prototype was
designed and assembled and found to help target housing and redevelopment
efforts effecrively. The student is continuing to work with H-MARC to acquire
requisite data on an ongoing basis from the City of Saint Paul and Ramsey County,
and increase the capacity of the organization to maintain and analyze the data to
target housing efforts and evaluate results. This innovative project will
demonstrate the value of providing information to CDCs responsible for carrying
out city housing improvement and redevelopment efforts. The project will be
completed by the end of August, 1999.
VIIL City Staff Initiative to Improve Saint PauPs GIS
At the same time that community initiatives were arising to improve the City's GIS, mid-
level City GIS users and technical staff also began addressing this issue. Recognizing the
need to begin coordinating future GIS development and addressing the barriers identified
in the previous section, the Department of Technology and Management Services
convened a GIS Special Interest Group (SIG) which began meeting monthly in December
of 1997. This group, consisting of staff from seven City departments and offices, reached
a consensus regarding the need to coordinate future GIS development in the City. But it
also recognized a need for the user/technical consensus to translate into an executive-level
commitment.
Consequently, in late 1998, the GIS SIG helped with an iniriative to bring in a systems
integration firm, Convergent Group, for a three-day assessment of the City's GIS. This
firm, with 250 employees, is one of two nationally-recognized large consulting firms
specializing in GIS and related technologies for the wide range of municipal government
activities. PED funded the assessment, which was performed in November of 1998, and
then reported in a presentation to the City's Department and Office Directors.
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IX. GI5 Policy Board Decisions and Recommendations
The November 1998 Convergent Group assessment of the City's GIS thus was the
culmination of a yeaz of prior GIS discussions by both City staff and community
organizarions. This assessment noted on the plus side that Saint Paul has already invested
in a number of key technologies and databases needed for future GIS development.
However, the assessment identified the City's greatest wealrness as its lack of
organizational prepazedness for the coming proliferation of GIS in the City, and for the
growing community need for information provided through GIS. One key
recommendation was that an executive-level GIS Policy Boazd be established to guide the
City's future GIS development.
Based on the Convergent Group recommendation, Mayar Coleman appointed members to
a GIS Policy Board in March of 1999. The Board was charged to set the City on a path to
developing an"enterprise" GIS -- that is, a GIS with an appropriate level of sharing of
hazdware, soflware, applicafions and data throughout the entire City organization (the
enterprise), in order to masimize the efficiency and effectiveness benefits which GIS
promises. Deputy Mayor Susan Kimberly was appointed chair of the Policy Board, Water
Utility Director Bernie,Bullert vice chair, and Mark Vander Schaaf from PED was
assigned to staffthe boazd.
On April 1, 1999 the GIS Policy Board began its work with a one-day workshop.
Convergent Group was again brought in to conduct the workshop. In monthly meetings
extending through June, the Policy Board adopted a Saint Paul GIS Vision Statement, and
charters for both the Policy Board and a user/technical Advisory Crroup, formerly the
Special Interest Group. (See Appendices A- C, pp. 23-27, for these documents.) Finally,
the Policy Boazd also reached a consensus to prepare a three-year GIS inveshnent and
organizational strategy in a fa111999 process.
The fall 1999 strategic planning process is intended to provide sufficient direction to
identify needed foundational GIS investments in the 2000 budget, as well as to create any
needed organizarional structures to guide Saint Paul's GIS in the fizture. All key City
depariments and offices will be involved, providing the City with a complete roadmap for
the coordinated development of the City's GIS during the 2000-2002 period.
The Board noted that it is important to begin detailing the City's GIS strategy soon. The
GIS issue has already been studied intensively for two years by City staff (administration
and City Council) and by the community. All discussions have highlighted the
importance of coordinated GIS development in Saint Paul, and the need to act soon before
growing demands and technological changes overwhelm our ability to make good
decisions.
Finally, the Policy Board agreed that Mark Vander Schaaf should function as project
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manager for the strategy through the end of 1999, and that consulting assistance should be
provided by both Convergent Group, and the City's Human Resources business
consultants (Lee Ann Turchin and Steve Cvinaz). Convergent Group would be directed to
provide advice regazding technical issues in particular, as well as insights from GIS "best
practices" from other municipalities. Also, Convergent Group would provide a detailed
cost justification for the inveshnent and organizational development strategy which the
City adopts. Human Resources would focus on the organizational component of the
strategy, and would take major responsibility for an implementation plan that will follow
the completion of the strategic plan. Details regarding the intended process aze found in
the following secrion (Fall 1999 GIS Strategic Planning Process).
The Policy Boazd recommended retaining Convergent Group for several reasons:
Convergent Group, with 250 employees, is the largest U.S. consulting firm
specializing in GIS and related technologies for municipal governments.
Interviews by Mark Vander Schaaf with GIS staff in three communities which
have worked extensively with Convergent Group yielded very strong
recommendations. The three communities interviewed were Portland (OR),
Charlotte/Mecklenburg County (NC), and Indianapolis. All three are regarded as
"best practice" GIS communities.
Convergent Group worked effectively with City of Saint Paul staff on two
occasions - in November 1998, and again in April of 1999; thus, Convergent
Group already has significant understanding of Saint Paul's work culture and its
GIS capabilities.
The approach of Convergent Group to GIS issues emphasizes the priority of
business processes overtechnology.
Convergent Group has substanrial skills and experience in cost estimation and cost
justification analysis.
X. Fall 1499 GIS Strategic Planning Process
The proposed GIS strategic planning process for Saint Paul would begin in mid-
September and involve most major City departments and offices. Convergent Group and
Huxnan Resources business consultants would engage in a thorough analysis of cunent
City work processes that involve the geographic information, focusing on mapping and
records management acrivities. The analysis will also include an examination of the needs
of partner organizations in the community to access the City's GIS. Based on this
analysis, Convergent Group will recommend the set of GIS investments that can do the
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most to sa�e City costs and improve City efficiency relative to the current ways of using
geographic information. To assist the GIS Policy Boazd, the Mayor, and the City Council
in dete*�ining the City's tl�ree-yeaz GIS investment plan, Convergent Group will also
present and analyze altemative, less costly GIS investment scenarios. The recommended
investment plan wili be supported by a rigorous cost justification analysis, which can also
be applied through a"what if' querying process to a variety of alternative GIS inveshnent
scenarios as weli.
While Convergent Group will focus on recommending the set of GIS investments that can
best pay off for the City and its partners, the City's Human Resources consultants will
develop complementary arganizational development recommendations for the City's GIS.
Decisions will be needed regarding such issues as where GIS is to be housed in Saint
Paul, whether the City should seek to consolidate GIS functions with the County and/or
other external partners, how the City's GIS should interface with community
organizations and the broader public, what staffing changes are needed to manage GIS
effectively in the future, and how City staff will need to be trained to make the best use of
the City's GIS inveshnents.
Both components of the fall GIS strategic plan will be completed in time to include
specific funding recommendations in the 2000 budget. On December 1, 1999, the
recommended three-year GIS strategic plan will be presented to City Council.
Convergent Group staff will assist with the presentation to City Council, and will also be
available for individual briefings to Councilmembers that day.
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APPENDIX A
Saint Paul GIS Vision Statement
Approved by GIS Policy Board, Apri122, 1999
Preamble
Many of the City's information bases are spatial, focusing on chazacteristics of property
and infrastructure, conditions in neighborhoods and other subazeas, and events and actions
that occur in particular places. Such information is therefore a strategic asset that must be
managed wisely. New Czeographic Information System (GIS)' technologies hold the
potential for greatly improving the management of the City's spatial information. In ordei
to realize the full benefits of GIS technologies, the City hereby establishes a GIS Vision
and a GIS Policy Board to guide the implementation of that Vision.
Vision
Saint PauPs Geographic Information System (GIS) will be an effective enterprisewide
resource that will serve as the foundation for integrating all sparially-related City
information technologies. The City will design its GIS and educate users to support the
high-priority business processes of each City department and office, in order to reduce
City costs, improve customer service, and masimize the productivity of a workforce with
increasing tecl�nological skills. In creating and managing its GIS, the City will quickly
adopt leading technologies and proven best-practices, and will cooperate with other
organizations where such cooperation demonstrably benefits the City.
Footnotes added by staff:
1 Definition of Geographic Information System: "A geographic information system is a
computerized data base management system for capture, storage, retrieval, analysis, and display
of spatial (locationally defined) data." (National Science Foundation definition used in creating
the National Center for Geographic Information and Analysis; cited in William E. Hiixhold, An
Introduction to Urban Geographic Information Systems, p. 29)
Z An "enterprisewide" GIS is designed to serve a collection of departments and offices
within a larger "enterprise." In our case, Saint Paul City government is the enterprise.
3 Examples of other spatially-related information technologies in the City could include
complaint systems, permitting systems, facilities management systems, computer assisted design.
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,.������►: :
Saint Paul GIS Policy Board Charter
Approved by GIS Policy Boazd, May 20, 1999
Policy Board Vision
The GIS Policy Board is a group of City execurives and managers whose function
is to provide executive level guidance during and beyond the implementation of
the City's enterprisewide GTS, which includes assisting with decisions related to
the budget, project priorities, management issues, communications, and giving a
highly-visible level of executive support to GIS.
Policy Board Missions
Set enterprisewide GIS priorities for the City of Saint Paul.
2. Create a GIS Strategic Plan for the Yeaz 2000 and beyond, to guide the efficient
and effective utilization of GIS throughout the enterprise.
Assist in the development and ongoing revision of applicable policies, standards,
and procedures.
4. Resolve organizational issues.
5. Develop and recommend an ongoing budgeting/cost recovery methodology for
GIS across the enterprise, based on a careful analysis of the expected return on
GIS investments.
6. Participate in allocating and committing resources to a program of enterprisewide
GIS projects.
7. Review and recommend, as appropriate, unanticipated budget item requests not
previously programmed in the GIS Strategic Plan.
8. Educate other executives, users, partners and stakeholders about the GIS Program,
and promote its ongoing progress.
9. Review the progress of the GIS Program on a periodic basis to ensure it is on
schedule and within budget, and that it contributes to the City's overall goals and
success.
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10. Support and look for ways to create and foster a closer working relationship with
potential extemal partners, and support initiatives to shaze GIS data publicly, using
appropriate media.
ll. Monitor and encourage reseazch into current and emerging technologies.
Composition of Poliey Board
• Susan Kimberly - Deputy Mayor, Chair
• Bernie Bullert - Water Utility, Vice Chair
• Tom Eggum - Public Works
• Chief Bill Finney - Police
• Chief Tim Fuller - Fire and Emergency Services
• Peter Hames - Technology and Management Services
• Bob Kessler - License, Inspection and Environmental Protection
• Fred Owusu - Citizens Service Office
• Joe Reid - Budget Director
• Gerry Strathman - City Council Research
• Brian Sweeney - Planning and Economic Development
• Vic Wittgenstein - Parks and Recreation
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APPENDIX C
Saint Paul GIS Advisory Group Charter
Approved by GIS Policy Boazd, June 17, 1999
Advisory Group Vision
The GIS Advisory Group is a group of City GIS users and technical staff whose
function is to provide advice and recommendations to the GIS Policy Board during
and beyond the implementation of the City's enterprisewide GIS, which includes
assisting with decisions related to the budget, project priorities, management
issues, communications, and generating user- and technical-level capacity to use
GIS effectively.
Advisory Group Missions
1. Respond to requests by the Policy Board to assist it with the missions identified in
its charter.
2. Initiate proposals for the Policy Board to consider.
3. Adopt and promulgate technical standazds and procedures consistent with the
enterprisewide GIS policy framework established by the Policy Board.
4. Stimulate GIS user- and technical-level staff to pursue professional development
and training which incorporates best practice GIS technologies.
5. Exercise leadership to:
� improve awareness of GIS throughout the City; and
� identify needs of individual departments and offices that can be met by
improvements in each deparhnent's GIS as well as the City's
enteiprisewide GIS.
Composition and Procedures ofAdvisory Group
Each City department and office has the right to appoint at least one, and no more
than three, representafives to the GIS Advisory Group.
Interested parties who are not appointed representatives to the GIS Advisory
Group may attend Advisory Group meetings as observers.
Advisory Group decisions will be reached by consensus; when necessary, staff
will report to the Policy Board on issues of disagreement within the Advisory
Group that will not be evident in consensus decisions.
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The manager of the GIS Program will serve both as chair of the GIS Advisory
Group and staff to the GIS Policy Board.
_27_
Interdepartmental Memorandum
CITY OF SAINT PAUL
To: Nancy Anderson
Council Reseazch
310 City Hall
From: Bob Novak ��
Real Estate Division
140 City Ha11
Date:
�y, � � •:
�_.��`�jecEY;
August 5, 1999
Cou!�c� r�asearch Ce9f�r
i ; '� ; r ; r e
� ��'�'�' y . ��� y� /���� µ.
�..,�....ifr��LM1X4�������Qi��� �7ry��r������L1
I have reviewed the Ramsey County Assessors recommendation for this reduction in assessed
valuation for the above referenced abatement, and I concur with the assessor's determination and
recommend that the City Council approve this reduction. A Tax Court petition was approved for this
property, however it was not entered into the computer. This reduction corrects this error.
The City's lost revenue due to this reduction is $6,784. for the 1998 payable 1999 taxes.
If you should have any questions please call me at 6-8850.
Department of Finance & Management Services
Real Estate Division 140 City Hall
TeZephone 266-8850 Fax 266-8855
Qq ,���
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(a�99-1144)
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Property Records and $evenne
Valuation Division
720 Government Center West
50 West Kellogg Boulevard
St. Paul, h1N 55102-1696
July 29, 1999
Mr. Fred Owusu
St. Paul City Clerk
15 West Kellogg Boulevard Rm 170
St. Paui, MN 55102
Subject: Abatement Application: AX99-1144
Pin # 31-29-22-23-0030-1/555 Park Street
Dear Mr. Owusu:
RECEIVE€3
t JL � � 1999
�F4L �STATE DtVISION
Fax:651-266-217i
TDD#: 651-266-2170
The above application has been filed with the County Assessor for reduction in assessed
valuation.
The applicant states that such a reduction is warranted because a petition settlement was
agreed to on the payable 1999 tax but a clerical error prevented the updating of the records to
reflect this.
The County Assessor has recommended the following changes for taxes assessed in
1998 and payable in 1999:
Oriqinal
Market Value Tax-Capacity
$ 2,652,000 $ 91,245
Penalty, Interest, & Cost
$0 $0 �0
Ad Valorem Tax
$ 139,764.48
Market Value
S 2,200,000
G � $�3
Tax Capacity
� 75,426
Penalty, Interest & Cost
�a0 $0 $0
Ad Valorem Tax
S 115,533.72
Proposed
Minnesota's First Home Enle Commty
pnn:ed un ve yclM paper mt� s mmimum of IOS postmnsumer mntent
qq'
Minnesota Statute 375.192 provides that where the reduction of taxes, costs, penalties,
and interest exceeds $10,000, the city or town and school district where the property is
located may request a hearing before the Commissioner of Revenue to object to the
reduction. If your politicai subdivision desires a hearing on this appiication, please send
your request to me within 20 days. You may cali me at 266-2106 if you wish further
information.
If I receive no request for a hearing within 20 days, the application will be approved with
the Assessor's recommendation.
Sincerely,
/l��P�,1,.��
Richard M. Simmer, S.A.M.A.
Supervisor Appraisal Services
Valuations Division
�or
Brian M. Ducklow, S.A.M.A.
Ramsey County Assessor
/did
cc: Dorothy McClung
Dave Nelson (140 City Hall)
Brian Ducklow
Interdepartmental Memorandum
CITY OF SAINT PAUL
To: Nancy Anderson
Council Reseazch
310 City Hall
From: Bob Novak ►'
Real Estate Division
140 Ciry Ha11
Date:
�l�e���
August 5, 1999
COIt?SC47 P@��fGh ���i48C
,.. .. .. � .,
I have reviewed the Ramsey Counry Assessors recommendation for this reduction in assessed
valuation for the above referenced abatement, and I concur with the assessor's deternunation and
recommend that the City Council approve this reduction. This apartment was reclassified as low
income thus qualifying for a reduced tas rate justifying this reduction in assessed valuation.
The City's lost revenue due to this reduction is $2,887. for the 1998 payable 1999 taxes.
If you should have any questions please call me at 6-8850.
Department of Finance & Management Services
Real Estate Division 140 Gity Hall
Telephone 266-8850 Fax 266-8855
q q.�� 3
(ax99-1097)
. �
RnMSEv
Property Records and�,evenue
Valuatioa Di��sion
"r20 Governmert Center West
50 West Kellogg Boulevard
St. Paul, MN 55102-1696
July 12, 1999
Mr. Fred Owusu
St. Paul City Glerk
15 West Kellogg Boulevard Rm 170
St. Paul, MN 55102
Subject: Abatement Application: AX99-1097
Pin # 35-29-22-32-0047-9/409 Van Dyke Street
Dear Mr. Owusu:
�q����
Fax: 651-26E2177
'I'DDk: 651-266-2170
���F/VF
��� Z 4
R� fSTqTFDIV���9
The above application has been filed with the County Assessor for reclassification to low-
income housing.
The applicant states that such a reclassification is warranted because this en#ire apartment
building qualifies as low-income housing and thus is taxed at a much lower rate.
The County Assessor has recommended the foilowing changes for taxes assessed in
1998 and payable in 1999:
Oriqinal
Market Value
$ 472,500
Proposed
Tax Capacity Market Value Tax Capacity
$ 11,404 � 472,500 � 4,725
Penaity, Interest, & Cost
�0 a0 $0
Ad Valorem Tax
$ 17,607.78
Penalty, interest & Cost
$0 $0 �0
Ad Vaforem Tax
� 7.295.40
�ECEt�! ��
��L 191999
; ;3 i Y CLERK
biinnesota's First Home xale County
printeA on reqcied Daper with a mtmmum of IO%postconsumer mnt=nt
��
�� Minnesota Statute 375.192 provides that where the reduction of taxes, costs, penalties,
and interest exceeds $10,000, the city or town and school district where the property is
located may request a hearing before the Commissioner of Revenue to object to the
reduction. If your politicai subdivision desires a hearing on this application, please send
your request to me within 20 days. You may call me at 266-2106 if you wish further
information.
If I receive no request for a hearing within 20 days, the application will be approved with
the Assessor's recommendation.
Sincerely,
�,.�,�L,. �l � ..�-
Richard M. Simmer, S.A.M.A.
Supervisor Appraisai Services
Valuations Division
For
Brian M. Ducklow, S.A.M.A.
Ramsey County Assessor
/did
cc: Dorothy McClung
Dave Nelson (140 City Hall)
Brian Ducklow
�
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POLICY SESSION
Geographic Information Systems (GIS)
I. Why decision-makers should care about GIS
- George Latimer
II. GIS demonstration
- Tom Bushey, Environmental Systems Research Institute (ESRI)
III. The importance of GIS to municipalities
- Will Craig, Professor of Geography, University of Minnesota
IV. The importance of GIS to community organizations
- Greg Finzell, Rondo Community Land Trust
V. The City of Saint Paul's strategic plan for GIS
- Mark Vander Schaaf, Planner,
Saint Paul Department of Planning and Economic Development
VI. GIS budget considerations
- Joe Reid, Director, Saint Paul Office of Financial Sezvices
VII. Public comment
VIII. Council discussion
-813
Finding Entrepreneurial Solutions
Riverside Coun� 's
. Y.
Geo ra h�c Informa��on
_g � _
�ts Costs,
R�venue
By Pat Egetter
've been accused of running a private
corporation in the County of Riverside.
There's more than a grain of truth in
that assertion. During the past six
years, I had to beeome entrepreneurial
to keep our agency funetioning as we
struggled through the erash in Southern
California's real estate market and the aeeom-
panying recession.
In the mid- to late-1980s, our 7,300-
square-mile county eacperienced phenomena]
growth. Three new cities sprang up almost
overnight. In one year, we added 5Q000 new
parcela to our database, which today totals
more than 719,000 parcel assessments.
Just as everyone at our agency was
gearing up for continued growth, the bottom
fell out of our economy, and county
developmenbrelated income plummeted.
Between layoffs and attrition, we had to
downsize the Information Resources and
Geographic Information System (GIS)
Division by about 50 percent. I had major
concerns about whether we eould keep our
doors open and continue to provide services
and information.
GIS senior staff brainstorxned about how
to reduce costs and generate outside revenue
and came up with two major proposals. First,
we believed that we could save the covnty a
great deal of money and effort if we developed
an application that combined the county-wide
common pareel database with tabular data—
The County oj Riverside has
developed a thriving multi-
department enterpr�ise geographie
informationsystem (GIS), despit.e
erippling layoffs and budget belt-
tightening. Out of necessity,
Willia�nP. (Pat) Egetter, deputy
directar of the Information
Resoa�rces Divisio7a forRiverside
County's Transpm�tation and
L and Management Agency,
created a "big picture" enterprise
GIS. He also implemented a cost
reeovery program that leverages
the� coaGnt�'s parcel database,
saves taxpayer dollars ancl helps
neighboring cities and water
distrtiets establish their o2un GIS
departr��ents.
sueh as assessor's parcel numbers, road
names, building permits and tract numbers—
and with graphics and attribute data, such as
eontours, distriets, environmental, flood zones
and zoning information.
Second, we deeided to try to recover
some peisonnel and systems costs bylicensing
our valuable data to other metropolitan areas
and districts within our eounty on a costr
sharing basis.
More Than $350,000 in the Bank
The resulting common parcel database
has been an unqualified financial suecess. We
calculated that the sa�ings to the county just
from using PARCEL-INFQ our GIS public
information retrieval applieation, equal
between $35Q000 and $50Q000 in personnel
costs. This information retrieval application
uses both graphical and attribute queries to
report up to 58 information items on a parcel.
The 1l�ansportation and Land Manage-
ment A.geney is able to deliver maps and com-
puterized parcel information to developers,
engineers, county officials and the public in
a few minutes. We are also able to deliver
through a network exactly the same infor-
mation at our other office located in Indio,
more than 70 miles away. In the "old days,"
it used to take employees 30 to 40 minutes to
manually research a typical request. Now, we
can serve more people at our front counter
with fewer employees.
REPHINTED BY PERMISSION OF CALIFORNIA COUNTY U��
q9-813
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n�y
ESRI
For more than 25 years ESRI has been helping people manage and analyze geographic information. ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS dient/ser ver
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and build success with GIS.
Corporate
ESRI
380 New York Street
Redlands, Califorrna
92373-8100 USA
Telephone: 909-793-2853
Fa�: 909-793-5953
For more mformation
call your
local reseller or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inqwnes to
info@esri.com
Visit ESRI's Web page at
www.esri.eom
Australia
61-89-242-1005
BELUX
32-2-460-7000
Canada
416-441-6035
France
33-1-46-23-6060
Germany
49-8166-677-0
Hong Kong
852-2-730-6883
Regional
ESRI-0lympia
360-754-4727
� ESRI-St. Lows
314-949-6620
��
�
ESRI-Alaska
907-344-6613 '
�..,:!
. . ��
ESRI-California
909-793-2853 � '
ext 1-1906
ESRI-Denver
303-449-7779
International
India
91-11-620-3801
Italy
39-6-406-96-1
Nederlands B.V.
31-10-217-0700
ESRI-Minneapolis
612-454-0600
� ESRI-Boston
�i 978-777-4543
ESRI-Washington, D.0
703-506-9515
ESRl�harlotte
704-541-9810
ESRI-San Antonio
210-499-1044
Sweden
46-23-84090
Thailand
66-2-678-0707
United Kingdom
44-1-92&210450
Venezuela
58-2-285-1134
Outside the United States,
contact your local ESRI distributor
For the number of your distributor,
call ESRI at
909-793-2853,e#.1-1235
Poland
48-22-256-482
South Asia
65-735-8755
Spain
34-1-559-4347
\
�� �v� , .� , .
No GS-35FSD86H
]9083 Pnntetl in USA
CCSM/5/98
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A CONSORTIUM PROJECT OF: Augsburg College; College of St. Catherine; Hamline Universiry; Higher
Education Consortium for Urban Affairs; Macalester Coflege; Phetropohtan State Urnversiry; Minneapohs
Communiry College, Minneapolis Neighborhood Revitalization Program; University of Minnesota (Center for
Urban and Regional Affairs; Children, Youth and Family Consortium; Minnesota Extension Service);
University of St Thomas; and Minneapolis community and neighborhood representatives.
E
�
i
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i
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•
St. Paul Community
Geographic Information Systems (GIS)
i
Conducted on behalf of Neighborhood Planning for Community
Revitalization and the Center for Urban and Regionai Affairs
Prepared by
Sandra Paddock and Christopher Matthews,
� Graduate Research Assistants
University of Minnesota
August 1999
This report (NPCR 1130) is also available at the following internet
address: http://tcfreenet.org/org/nper
i
•
�� ��3
_
t
August 1999
Neighborhood Planning for Community Revitalization
� (NPCR) and the Center for Urban and Regional Affairs suppoRed
the work of the authors of this report but has not reviewed it for
publication. The content is solely the responsibility of the authors
and is not necessarily endorsed by NPCR.
`
NPCR is coordinated by the Center for Urban and Regional
Affairs at the UniversiTy of Minnesota. NPCR is supported by
grants from the U.S. Department of Housing and Urban
e Development's East Side Community Outreach Partnership
Center, the McKnight Foundation, Twin Cities Local Initiatives
Support Corporation (LISC), the St. Paul Foundation, and The St.
Paul.
�
Neighborhood Planning for CommuniTy Revitalization
330 Hubert H. Humphrey Center
• 301 - 19th Avenue South
Minneapolis, MN 55455
phone: 612/625-1020
` e-mail: nper@freenet.msp.mn.us
website: http://freenet.msp.mn.us/org/nper
�
q q,$t3
s
_
t Acknowledgements
� St. Paul Communitv GIS Advisorv Committee
Mazk VanderSchaff, City of St. Paul
Jim Erchul, Dayton's B1uffNeighborhood Housing Services
Katya Ricketts, East Side Neighborhood Development Company
s Alan Malkis, Urban Coalition
Greg Finzell, Rondo Community Land Trust
Will Craig, Center for Urban and Regional Affairs
Kris Nelson, Neighborhood Planning for Community Revitalization
' Peggy Byrne, Minnesota Planning Office
Eric Stoller, Hamline Midway Coatition
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Ezecutive Summary
� The Ceater for Urban and Regional Affairs (CURA) at the University of Minnesota and
Neighborhood Planning for Communiry Revitaluation (NPCR) initiated the St. Paul Community
GIS* project in September, 1998 to assist the Ciry of St. Paul in responding to the informati�
needs and requirements of its partner Distrid Planning Councils (DPCs) and Community
Develapment Corporations (CDCs). For nine months (September 1998 through 7une 1999) two
� graduate research assistauts from the University of Minnesata's Masters in Geographic
Information Systems program worked with the Hamline Midway Coalition, a DPC and Dayton's
Bluff Neighborhood Housing Services, a CDC.
DPCs and CDCs have had long-stauding and mutually beneficial relationships with St. Paul City
govemment, having been partners with the City in its housing preservarion, crime prevention, and
qualrty of life improvemem programs since the 1970's. Access to timely and accurate
information about their target neighborhoods is important to the successful fulfillment oftheir
i responsibilities to the City.
This paper summarizes the findings of St. Paul Community GIS Project, and addresses the
following questions:
� • What types of uses do neighborhood groups have for geographic information?
• What capacities and resources do neighborhood groups possess for processing and
analyzing geographic and tabulaz data?
• What problems exist with the current public data infrastructure?
e • What opportunities are there for organizing and irnproving the delivery of information
and/or analysisto neighborhood organizations?
• What are the relative benefits, costs and barriers to implementing these solutions?
` Neighborhood based organizations prese�ly use maps and spatial information eatensively in their
work. Five categories of usage were identified: reference, e�emal communications, site or
incidem specific, targeting, and trend analysis. Each category provides value to the
organizations work and has specific requirements for development, information availabiliry, and
technical support.
* GIS (geogaplric information systems) - the storing and manipulation of geographic information
�
C'
GIS requires data, software, t�ardware and printers. GIS implementarion capaciry requires
� technical e�ertise and stafftime for data managemem and map produdion. Neighborhood
groups may find these requirements challenging due to their limrted staff size, over commitmern
of stafftime and limited investme�rt in technical resaurces. Community based organizarions,
however, have several assets to support successful implementation of GIS: familiarity with using
maps and spatial analysis, waununity generated data, and data quality co�rol due to i�imate
` locallmowledge.
Access to St Paul public data can be a daunting task for neighborhood organizations
because of lack of a clear directory to locate data, public policies or staff interpretarions
regazding what information can be shazed with DPCs or CDCs, and cost of obtaining
� public data sets.
The study identified and analyzed a range of delivery models according to their GIS
components, benefits and costs/obstacles to both neighborhoods and the City. Models
range from a city/county nonprofit GIS consortium to the development of in-house GIS
capacities within community organizations.
s
The report concludes that long-term solutions for neighborhood GIS access should
facilitate neighborhood organizational ability to:
• Access city data sets for in-house analysis
• Analyze and map intemal. Local data sets
, • Implement a variety of product formats (e.g., paper maps, spreadsheets,
overheads)
• Influence cartographic output ( e.g., map design, data included in map)
A series of steps or "building blocks" will need to be taken over the neat several yeazs to
create an efficient, effective neighborhood G1S system. A decision will need to be made
` eventually whether to create "in-house neighborhood GIS systems" or a"GIS center to
serve neighborhoods". Both systems require clazification of data shazing and data access
policies", citywide data and metadata standazds, and dedicated city staffto address GIS
concerns of CDCs, DPC and technical assistance providers.
A data handbook is proposed to provide, in simple non-technical language, a guide to
. obtaining and using spatial and non-spatial data obtained from the City and County
departments. The development of the handbook is not contingent upon the
implementation of Citywide data policies.
The development of the City of St. Paul's enterprise GIS in collaboration with CDCs and
DPCs will assure the continued effectiveness of these organizations in cartying out City
� policies and programs and the vitality of St. Paul neighborhoods.
ii
qa-a3
�
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•
Table of Contents
Introduction
; Community Organization and GIS: Background
Neighborhood Uses for GIS
Neighborhood Capacity for GIS
� Issues with Current St. Paul Public Data Infrastructure
�
�
��
e
s
Delivery Models
Benefit of Delivery Models to Neighborhood Needs
Recommendations
Bibliography
Tables and Diagram
Table 1: Neighborhood Applications for Geographic Information
Table 2a: Models for Delivery of Geographic Information
System Components
Table 2b: Cost and Benefits of Delivery Models
Diagram: Comprehensive Solutions for Neighborhood GIS Access
1-3
3-6
6-11
12-14
14-16
16-17
28
29-31
32
7a
18-21
22-27
31a
qG�$'
[7
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I. Introduction
� Communiry Development Corporations (CDCs) and District Planning Councils (DPCs) aze
private non-profit neighborhood scale organizations. Within the City of St. Paul, they have had
long-standing and mutually beneficial relationships with city govemment, having been partners
with the City in its housing preservation, crime prevention, and quality of life improvement
� programs since the 1970's.
To successfully implement such programs, CDCs and DPCs rely on timely, accurate information
about their tazget neighborhoods. Such resources, however, are not easily accessible to most
� CDCs and DPCs. As documented by Blumner (1998) and Kellner (1997), cri6cal pieces of
information, such as composite parcel-level data on housing units, can be costly and difficult for a
small organization to obtain on its own. When data is accessible, CDCs and DPCs may not be
able to derive information from the data or perform the level of analysis needed to determine
� trends.
Difficulties in obtaining and analyzing data can be addressed effectively through the City of St.
Paul's cunent enterprise geographic information system (GIS) planning effoRs. This system will
facilitate extensive and customized information analysis, bringing together dispazate sources of
� property information now collected and maintained across many city departments. This is a
major undertaking, resulting in an information system capable of greatly enhancing the City's
data organization and analysis capacities.
� Because of their critical community planning efforts, it is important that this wealth of
information be available to CDCs and DPCs. These non-profit organizations are recognized in
the Ciry's Consolidated Plan as "one of the major vehicles for the preservation of neighborhood
vitality" (St. Paul Consolidated Plan and Submission, p. 83). Access to information and analysis
e tools is not simply a question of CDC and DPC viability, but by proxy a matter of the
effectiveness of the CiTy's community planning efforts.
Community Organizations: Critical to St. Paul's Quality of Life
� The Ciry has formally created DPCs for citizen input and developed programs specificaily to be
carried out by CDCs. These non-profit, private organizations do not merely augment the City's
community development initiatives: they are a critical component of larger, city-wide quality of
qq,g�3
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�
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life goals and initiatives, particularly in the areas of crime and housing. St. Paul's Comprehensive
Plan states that the city "relies on the non-profit secYOr to provide much of the initiative, direction,
and direct project implementation in the development of affordable housing" (St. Paul
Consolidated Plan and Submission, p. 83).
These relationships date back to the 1970's, when the City of St. Paul established 17 District
Planning Councils, one in every St. Paul community. DPCs were designed to facilitate citizen
involvement in ciTy planning and policy review. The missions and methods of individaal DPCs
have evolved since that time; today, each has a unique outlook on the issues facing their
communities and what methods are best used to improve the quality of life. Many have expanded
their scope beyond Ciry-funded programs to citizen-initiated progams and services. Regazdless
of the organization's size, all DPCs retain their original roles as primary facilitators of citizen
participation for vazious city projects, and for implementing certain city priorities, such as
community-based crime prevention programs.
Community Development Corporations (CDCs) also play a major role in the City's planning and
community development efforts. CDCs in the eazly 1980's emerged to promote targeted housing
and economic development. The City of St. Paul has looked to CDCs to implement a vaziety of
programs, including affordable housing development, housing support services, and business
corridor revitalization (St. Paul Consolidated Plan and Submission, 1995, p. 83).
The St. Paul Community GIS Project
To assist the City of St. Paul in responding to the information needs and requirements of its
partner DPCs and CDCs, the Center for Urban and Regional Affairs (CURA) and Neighborhood
Planning for Community Revitalization (NPCR) initiated the St. Paul Community GIS project in
September, 1998. Housed at the University of Minnesota, CURA and NPCR strive to connect
University resources to respond to community initiated proposals. These organizations have
sponsored numerous projects related to neighborhood group data access and analysis (Kellner,
1997, Matthews, 1998, Craig and Elwood, 1998). The current project gew out of these and other
efforts, when it became cleaz that a need eacisted to cleazly articulate how St. Paul CDCs and
DPCs presently used geographic data, and they could potentially use GIS and other data analysis
methods.
_
To understand how maps and spatial information aze used, and how capacity for such can be
� enhanced within community organizations, a pazticipatory reseazch model was developed. Two
goups -- a District Planning Council and a CDC — were chosen as pilot study sites. Within each
organization, graduate students were assigned to a) assess the organizations' GIS capacities; b)
create maps on an as-requested basis; c) suggest map applications as needs azose; and d) record
reactions to GIS producu. By working at the request of the neighborhoods, a realistic picture of
� GIS needs and capacities of each group was developed. An advisory committee, made up of
community representatives, City of St. Paul staff, and academic reseazchers, met regulazly to
provide scope and direction to the project.
S This paper summarizes the findings of St. Paul Community GIS Project, and addresses the
following questions:
• What types of uses do neighborhood groups have for geographic information?
• • What capacities and resources do neighborhood groups possess for processing and
analyzing geographic and tabular data?
• What problems exist with the current public data infrastructure?
• What opportunities aze there for organizing and improving the delivery of information
and(or analysis to neighborhood organizations?
• • What are the relative benefits, costs and barriers to implementing these solutions?
A key finding of this research has been that neighborhood groups (CDCs and DPCs) already
make use of spatial data through a variety of applications. Furthermore, access to GIS allows
� organizations to expand on and enhance their present analysis of data. Technical assistance and
data acquisition, however, remain barriers. For the City to fully realize the benefits of well-
informed, information-sawy communiry development partners, the needs of CDCs and DPCs
must be considered in the development of its enterprise GIS.
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II. Community Organization and GIS: Background
Neighborhood level GIS not only serves the needs of community groups but also adds value to
, the creation of a City GIS. Community organizations add value to geographic information
systems by verifying data accuracy and bringing additional knowledge to place the information
and analysis in the context ofthe community.
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Previous reseazchers have investigated how Twin Cities neighborhoods used maps in their work. t
Wi11 Craig and Sarah Elwood interviewed 50 neighborhood organizations in a 1998 study to learn
how communiry organizations use maps in their work (Craig and Elwood, 1998). Craig's study
provides a frarr�ework for understanding the ways in which community organizations mal:e use of
computer generated maps. NPCR, in association with an Urban GIS class at the University of
Minnesota, annually engages students to produce GIS applications in response to neighborhood i
organizations.
Neighborhood groups presently use maps and spatial information extensively in their work. The
type of questions a GIS might inform is a natural outgrowth of this current usage. As snch, '
developing neighborhood responsive GIS delivery models must be based on contextuai
knowledge about what community-based organizarions do, how they currently use maps, and how
capacity is built for using GIS and maps.
Neighborhood groups, in many respects, are logical users of GIS. Analyzing geographic
relationships is nothing new for neighborhood groups. They aze geographically defined
or�anizations, with missions involving improving the quality of life for a discrete area.
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Reflecting this geographic orientation are the questions they ask in the course ofthei� work. For •
example: "Where are crimes occumng?", "Do students at the elementary school live in tl�e
neighborhood's deteriorated housing?", or "Where should our home improvement loans be
targeted, to ensure maximum impact?".
Neighborhood groups also provide a unique perspective to spatial data. They often know �
information about houses not included in city and county databases. If a house is vacant,
community members may know about it before the county assessor's department records the
vacancy in its databases. Often, the first organizations learning about the vacancy aze CDCs and
DPCs, either through their community connections or by they themselves working in close ,
proximity to the vacancy. The neighborhood group often knows the circumstances contributing
to the vacancy, and if there aze any parties interested in acquiring and/or taking occupancy of the
property. Such information is vital to neighborhood organization, but can also be crucial for the
ciry's efforts at housing rehabilitation. �
Communiry organizations have other data collected in the course of their work that could
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contribute to an enterprise GIS. Over the course of our work, we encountered in-house database
detailing neighborhood housing grants and loans, a neighborhood conducted exterior condition
survey, neighborhood group membership, and current and potential block group captains. Such
information is not uniformly maintained amongst the city's CDCs and District Planning Councils.
However, because each organization has the ability to develop its own information stores as it
sees a need to do so, there e�sts a wide base of local lmowledge reflective of each
neighborhood's focus. Facilitating the process by which community groups can analyze these
unique data sets within a GIS will greatly enhance the overall structure of a city GIS, not only for
neighborhoods, but for governmental officials committed to effectively targeting available funds.
' There has been significant prior work done on how St. Paul CDCs and DPCs access and use
spatial data in their work. NPCR sponsored a 1997 Rondo Community Land Trust project to
assess community access to St. Pau] property data. The report (Kellner, 1997) detailed the
difficulty community groups had in accessing property information, in part because it was housed
• in eight different agencies, each with different data formats and procedures for making data
available. While Kellner's study did not directly address St. Paul's entecprise GIS development,
its findings on data access in St. Paul illustrate not only the challenges facing CDCs and DPCs in
accessing GIS data, but also underscore a fundamental challenge the City must overcome in
developing its GIS infrastructure. A 1998 study by the St. Paul Local Initiatives Service
� Corporation (LISC) detailed the pervasive nature of the data access problems first detailed by
Kellner, and pointed to the need for an integrated property information system for both the City
of St. Paul and local Community Development Corporations (Blumner, 1998). As a result of this
work, LISC provided eight CDCs with access to IRIS, a for-profit online properly information
� service. DBNHS was one of these organizations, and has been able to query Ramsey County
property records using this system.
Other projects highlight what St. Paul neighborhoods can do with access to GIS and geographic
� data. Recently, Hamline Midway Area Rehabilitation Corporation (H-MARC) developed a
protoType for an Eazly Warning System to identify properties at risk of abandonment, informing
housing strategies and tactics (Myott, 1998). Eazly Warning Systems have been developed in
other neighborhoods in the Twin Cities and across the country (Mardock, 1997). Most use GIS to
identify housing structures with multiple "warning signs" of abandonment of neglect, with
� variables are assigned weights based on the impact that factor has on housing abandonment.
Such systems are very useful for neighborhoods seeking to identify where abandonment may
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occur, but successful implementation will rely heavily on data availability and long-term access
to updates.
The development of a major new system, such as the St. Paul Enterprise GIS, should draw on this
set of research when considering how and why community groups can and should participate.
We hope that the St. Paul Community GIS project will assist in that exploration and demonstrate
how the Ciry of St. Paul and its community organizations can continue and deepen their
partnership to keep St. Paul a vital place in which to live and work.
In order to better idenUfy the ways in which community groups can participate in St. Paul's
enterprise GIS, the St. Paul Community GIS Project chose two representative neighborhood
organizations: one District Planning Council and one Community Development Corporation. The
research assistants then worked closely with each group for eight months, identifying potential
GIS applications and producing maps and other products on an as-requested basis.
Dayton's Bluff Neighborhood Housing Services was the clear choice to participate as the CDC.
They had a thorough database tracking all of their projects and inveshnents dating from 1981.
DBNHS staff used paper maps extensively in his work. DBNHS became strongly interested in
the possibiliry of analyzing their in-house database after participating in the 1998 Urban GIS
course.
The Hamline Midway Coalition was chosen lazgely on the basis of their experience in the
Urban GIS course. A planner for the coalition had proven an enthusiastic participant, providing
both direction and organizational insight to the students in their preparation of maps. There was
some backgound in GIS within this organization, which we felt would be helpful in recognizing
the potential for this technology. HMC also maintained a detailed database in-house, mostly a Iist
of "contacts," but it would prove useful.
III. Neighborhood Uses for GIS
In orderto provide usefulinformation to neighborhood groups, we first needed an understanding
of their existing uses for maps and spatial data, and how the capacity to use maps and data is built
over time. To accomplish this we worked closely with HMC and DBNHS. Our main task was
to provide maps for the groups, recording what maps the groups requested and how they were
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used. As appropriate, we also suggested new applications of GIS. This method facilitated an
� understanding how CDCs and DPCs use maps, before and after intensive technical assistance.
Eventually, pattems emerged in terms of the types of maps and applications we were asked to
produce. This was not a unique observation. Previous reseazchers (Craig and Elwood, 1998) also
found that the maps community groups used tended to fall into certain categories, based on what
� they were using them for. We relied for the first months of this project on Craig and Elwood's
pazadigm of how neighborhood groups use maps (Craig and Elwood, 1998). Ultimately, we
found it useful to devise our own descriptions for why the maps we created for DBNHS and
HMC were requested and for what they were eventually used. We have grouped these
s applications into five distinct categories.
Reference: Increase efficiency and accuracy of day to day operations.
Extemal Communications: Convey an organization's work, or factors affecting its
! work, with external entities.
Site or Incident Specific: Facilitate organizing, analysis, and/or decision-making around
a discrete sub-section of larger geographic azea.
Targeting: Tactical functions that employ an array of criteria to assist in operationa]
decision-making.
' Trend Analysis: Provide context for long range pla�ning and program development.
Each category has a distinct goal and unique production requirements. It is helpful to describe the
process for producing each category of maps. Table 1 provides a summary of the benefits of and
� requirements for each application type.
Reference
Among the first maps requested by both HMC and DBNHS staff were parcel level reference
' maps. Specifically, the organizations wanted maps displaying the address for each parcel in the
neighborhood, Without this information in a cleazly readable form, the groups were not able to
rapidly answer questions arising from citizen phone calls or visits. Both organizations had relied
on incomplete or dated address maps in the past and had a strong desire to obtain updates to this
information.
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Address maps were some of the most useful maps developed over the course of this project.
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Several times during meetings at DNBHS, for e�mple, we wimessed staff referring to the parcel-
, based address map hanging in their conference room for information on a property location, the
lot dimensions, and the geography of adjacent properties. Cleazly, the tabeling elements were
cruciat to the utility of the map. By accident, we also provided DBNHS another lazge-format
map of its funding by pazcel, but neglected to label the streets. That map was displayed in
DBNHS's conference room for an extended period oftime. They often referred to the map's lack
� of street labels (the pazcels were numbered, the streets were not named) as a major detriment to
determining Yheir locations.
Lack of map labels has diminished the utility of maps DBNHS has received in the past. On our
• first visit, the director of DBNHS showed us a]and use map custom-make for him about two
years ago. He thought the map was "greaY', but wasn't able to put it to much use. DBNHS had
requested address labels on the map, but was told it was not possible to add them. The result was
a map with seriously diminished utility. What might have become a crucial reference map for
' DBNHS was instead an interesting and somewhat helpful, but fundamentally flawed, document.
Often, reference maps with missing information were still of use to the organizations, with some
diminishment of utility. DBNHS, for example, was frustrated that the assessor's data we had did
not show "joined" parcels (e.g. two smaller properties combined to create a large lot, but retaining
� their respective PINS and boundaries in county records). Because stafFwere knowledgeable of
the neighborhood and its housing history, however, they were able to "fill in" some of this
information while using the maps. DBNHS demonstrated this repeatedly throughout the year: in
several conversations, the staff would refer to a specific azea on a map, mention "it doesn't really
� look that way", describe the difference, and then use the map's other data for additional reference.
External communications
From the beginning of this project, DBNHS was most concerned with obtaining maps for external
` communications purposes. The organization felt the ability to display descriptive maps of their
neighborhood would effectively communicate the capabilities of the organization and would reap
additional funding from external sources. DBNHS needed to convey what they have done in the
neighborhood in terms of housing de��elopment, where they may want to do work, and what
❑eeds exist.
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Producing maps for extemal communication illumi�ated a difference between these types of
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maps and maps produced for organizational reference. Because earternal communication maps
were externally presented, it was crucial that they be comprehensible to individuals outside the •
organization. Often, such maps were presented outside of the neighborhood, requiring the
information be presented in a way someone with little knowledge of the neighborhood could
understand. This meant that the process of "filling in gaps", as staff might do with a reference
map, would likely not be desirable.
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An example of this process is DBNHS's Capital Improvement Budget (CIB) applica6on process.
CIB is a biannual funding process of the city of St. Paul for community development projects. It
is a major source of funds for DBNHS's revolving home improvement loan program. The
application process includes a presentation to CIB's committee. The presentation was �
characterized by staff as "the most important thing we will use maps for in the next two years."
Creating suitable maps for the CIB presentation required consultation with DBNHS staff about
the information they wished to portray via the maps. Some draft maps were deemed too "busy" .
for a five-minute presentation. For e�mple, DBNHS hoped to use choropleth� maps depicting
the percentage of homeowners in each block group and the number of individuals below 80% of
median income. However, these maps were eventually dropped from the presentation because
the idea they wanted to convey — the concentration of individuals below 80% of inedian income �
in Vacts with lower owner occupancy rates — was going to require "too much verbal description"
for the CIB presentation. An attempt to simplify the viewing of DBNHS program dollazs by
aggregating funding by block was also deemed as difficult to describe during such a short
presentation.
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The context of an external presentation is very important when determining what maps to
produce. Only very simple, generat maps, might be appropriate for the majority of presentations.
Relying on a small set of maps, however, severely limits the effectiveness of using GIS for
external communications. In a longer presentarion, for example, DBNHS might have felt �
comfortable with allocating time for describing more complex and analytical maps, but these
maps still need to be concise in how they convey information even if they contain multiple
vaziables. Likewise, the format of a presentation to an audience of non-Dayton's Bluff residents,
such as the CIB panel, differs greatly from the approach DBNHS would take in a forum for •
A choropleth map displays areas shaded based on at[ribure value Chorople[h maps are frequently used with census bour�daries and
data, but [his car[ographic techmque can be applied to any division of land (e.g. state, counTy, census tract, parcel)
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neighborhood residents.
Site Specific Maps and Data
HMC did not directly request site specific information, but through conversation it became
apparent that they would benefit from maps and information of this type. The community
organizer at HMC indicated that while she was responsible for organizing block clubs
= neighborhood-wide, she found that unless there was a rallying local issue, it was unlikely that a
block would become effectively organized. To most effectively use her time, the organizer would
frequently devote her efforts to a single neighborhood issue that had the potential to produce the
most significant organizational impact.
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At the time of our meeting the most pressing neighborhood issue was an industrial site's plan for
major revisions to the makeup of their lazge land pazcel. The proposed changes, including several
new `curb cuts' and new structures, would have a significant impact on the number of trucks
� traveling through residential streets in the site's immediate surroundings area. A set of detailed
maps displaying the industrial tot helped HMC in suggesting altemative configurations for the
parcel that would have less impact on residents of the neighborhood. Additionally, a printout of
all residents adjacent to the site helped contact potential new block captains.
� The site-specific maps are largely for operational work and as a result, frequently do not need to
be as polished as maps created for external communications. However, they can easily cross into
the external communications domain, when neighborhood committees and stafftake the
information they gathered during their research phase (e.g. the site-specific maps) and present
: their cases to neighborhood forums or public officials. Thus, while some details needed in
decision-making can be "fiiled in" as discussed in the reference map examples, there is a great
need for accurate and timely information. However, it is important that the area to be discussed is
represented in adequate detail, requiring large-scale data, which can be expensive to maintain.
�
Targeting Applications
Recently several Twin Cities housing groups have produced "Neighborhood Early Warning
Systems" which incorporate a wide array of data in attempting to identify properties which aze at
risk of becoming abandoned (Mazdock, 1997; Myott, 1998). Because of this work, DBNHS had
� some initial interest in developing targeting type applications with geographic information.
Perhaps due to the relative condition of the neighborhood's housing stock, DBNHS was more
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interested in working to market their properties than in anticiparing problem properties. DBNHS
requested maps that would identify suitable lots based on a given annual income leveL With this +
type of data, they could query the map based on the qualifications of a"walk id' client. In the
end, the logistical complications inherent to determining "affordability" prevented these maps
from being heavily used in the conte� of targeting.
HMC had less use for this type of application. There was diswssion of using our datasets to �
target the location of a new community center in the neighborhood. Unfortunately, this was not
really a complicated enough problem to warrant this type of technology. HMC's requirements
for the site were: 1) It must be in the neighborhood, and 2) It must be cheap or free. This
equation was not sufficiently complex to justify the use of GIS. On the other hand, a map of �
crime incidents (discussed in detail in the following paragraphs) was unintentionally used as a
targeting application. The locations of current block captains were mapped, to a establish a
prioritization of blocks for organization based on its exposure to crime activity.
Trend Analysis
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HMC had a strong demand for trend analysis maps. These maps, intended to pcovide context far
long range planning and program development, were to be used in their comprehensive planning
and organizing functions. Over the past year, HMC has compiled a comprehensive plan for the �
Hamline-Midway neighborhood. During initial discussions, several maps displaying census
information were requested to provide some contea�t and background to the creation of the
neighborhood's comprehensive plan.
There were also trend analysis maps created using the city's data sets. HMC staff had indicated �
that an interest in learning more about the general distribution of crime incidents in the
neighborhood. Nine months of individual incidents were generalized in order to produce a
surface poriraying the concentrations of crime incidents in the neighborhood. The crime trend
maps were of great interest to the staff and revealed surprising information about the general �
concenuarions of crime. Because the generalized nature of this information, a high degree of
accuracy is not necessary for this type of map, however a great interest was shown in determining
the precise time frame of the trend surface portrayed.
In Table 1, we have outlined each of the application areas discussed above. In the column titled �
'Benefits' we have outlined specifically how the neighborhood �oup would benefit from each
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type of application. This benefit frequently is also a direct benefit to the City. The requirements
� column in the table details the particular data requirements of each application azea. This can
have a significant impact on the cost of being able to carry out an appiication.
IV. Neighborhood Capacity for GI5
� A GIS is generally defined as a computer system for storing and manipulating geographic
information. Key components include:
➢ Data: both geographic boundazies and tabulaz information
➢ Sofrivare: this can mean either a desktop GIS system (e.g. MapInfo, ArcView), or an
� Internet map server
➢ Hardware: computers with adequate gaphics and processing capacities for the desired
analysis
➢ Printers: the medium for translating digital geographic information into paper format
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However, GIS implementation must be taken within the context of the non-computerized,
existing organizationa] structures.
➢ Technical expertise: Does anyone in the organization know how to use GIS softwaze?
` Who is comfortabie with translating tabulaz address files into a geographic layer?
➢ Staff time: Does the organization's staff have enough time to make maps? Maintain a
computer system? Obtain data from appropriate outlets?
By including the human part of a GIS in our analysis we are able to relate the processes of t6e
� organization to the processes of the computer system. Equipment alone never guarantees
successful GIS implementation; beginning GIS users may find it prohibitively difficult to use GIS
software and create maps without clearly defined research goais, training, or knowledge of basic
geospatial concepts.
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St. Paul's neighborhood groups can bring many assets to the citywide GIS system, including:
➢ Familiarity with using maps and spatial analysis. While they are a diverse group of
organizations with unique histories, the vast majority use paper maps and spatial
• information extensively in their work. As discussed earlier, this is in part because the
geographically centered missions of neighborhood organization. Researching and
organizing around their core issues has necessitated utiiizing census data, city building
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permit data, and city crime data. Forward thinking projects, such as the pilot
Neighborhood Early Waming Systems, could serve as inspirations for city deparhnenis
that have not made ea�tensive use of geogaphic data in the past.
➢ Local data collection and quality control. Most St. Paul community organizations also
have collected their own data in the course of their work. Our two target groups
assembled detailed infoanarion on neighborhood housing grants and loans, a
neighborhood conducted exterior condition survey, neighborhood group membership, and
current and potential block group captains. As the St. Paul enterprise GIS evolves,
neighborhood groups might be able to play a formal role in data co[lection or data
maintenance.
DBNHS is particularly commendable in its maintenance of an extensive Access database
pertaining to its programs. Information on each trcrosnction (a grant or loan given by DBNHS to
a property) is available from 1980, including property owner, PIN, amount of loan/grant, interest
rate of 1oan, and demographic. The database is used extensively to track outstanding loans,
produce performance reports for grantors, and analyze home ownership trends in the
neighborhood. In addition to this database, DBNHS also subscribes to the IRIS property
information system. IRIS is a privately developed Internet system for obtaining property data,
including Ramsey County Assessor's data. This system allows for single property look-up, as
well as limited {less than 200 records) data downloading. The HMC offce also has an existing
data infrastructure, in the form of a FileMaker Pro database, which could be mapped on an
ongoing basis.
Several characteristics of neighborhood organizations can adversely impact their ability to
effectively use GIS:
➢ Resource poor. Neighborhood organizations do not have the same capital resources as
larger non-profit or govemmental organizations. While some groups aze able to leverage
their internal resources and funds, many find it difficult to do so, because of smaller size
and lesser name recognirion than lazger community-based organizations. Because of
their smaller budgetary size, their staffs aze genernlly smaller as well, and as such the
ability to keep someone on staff solely for technical and computer support is not realistic.
At the risk of stating the obvious, this lack of resources also prevents neighborhood
groups from purchasing the appropriate hazdware and sofrwaze to manipulate GIS data
"in house." Notably, DBNHS has found federal funding to build some of their hazdware
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and softwaze capabilities, but still may struggle to maintain adequate resources. HMC
� would not be able to run any commercial GIS pacltage on the computer hardware present
in their office.
➢ Limited staff fime. Typically, staff at neighborhood organizarions have very full
ca]endazs, exacerbated by the fact that the organizations generally aze not financially
secure enough to hire more than a skeleton stafE As a general rule, there are few or no
� administrative and technical staffpersons available to the group. Often, especially in
district planning councils, a community organizer will assume dual roles (e.g. as
executive director and community organizer, or community organizer and administrator).
This diminishes the likelihood that time might be spent implementing a GIS, or
• contributing as part of one.
➢ Size constraints. The small size of a neighborhood group's staff diminishes its ability to
cap;,alize o;, possible eii ciencies gained tnrough GIS implementation. While some tasks
• will become more efficient, they will not facilitate the elimination of one job function in
the office (which could theoretically be devoted to GI5 and data analysis.)
V. Issues with Current St. Paul Public Data Infrastructure
•
Previous work (Kellner, 1997; Blumner, 1998) has established that St. Paul neighborhood groups
have found acquiring the housing data needed for their work to be a difficult and time-consuming
process. While Kellner's report focused on locating housing information for individuai parcels, it
does raise up a concern we had from the beginning about this project: if it can be difficult to
` locate data for an individual property, how readily would it be available for an entire
neighborhood, and in a digital format?
Data Access and Availability
� One of the St. Paul Neighborhood GIS Working Group members, Mark Vander Schaaf, was
essential when it came to Vocating and acquiring data. As a staff inember of the city's Planning
and Economic Development (PED) department, Vander Schaaf possessed a thorough
understanding of publicly-available oatasets, GIS-specific data needs, and who was responsible
� for maintaining and distributing certain datasets.
There were times when Vander Schaafs involvement in locating and obtaining digital data was
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indispensable; where data simply would have been too time-consuming or costly to obtain
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without his assistance. An exampte of this is when we received a contact name from Vander �
Schaaf about obtaining a housing-related database from a city department. When we called the
departcnent requesting to speak with our contact, another worker handIed our call instead. We
were told that the request was 'bery unusual", and there was no guarantee that it would be
available. If it were, it would likely cost at least $40 for a paper list. The data would not be
available either in digital format or broken down by district planning council. A subsequent �
inquiry to the official Vander Schaaf suggested we speak with produced very different results.
We were immediately told, "ThaPs no problem—it is all public informatioa". Within an hour of
that discussion, we received a WordPerfect document containing a table of our requested data,
broken down by district planning council. �
This incident reminded us how crucial it can be for neighborhood groups to know where to go for
publicly held infarmation. Part ofthe ease we had in obfaining data was because we were well
connected. Vander Schaaf was on our steering committee, and as such had an interest in the •
success of this project and of the participating neighborhood organizarions. Getting data
maintained by or stored at PED — the bulk of our data needs — was not difficult. Furthermore, his
knowledge of whom to speak with about other data sets (e.g. historical housing values, city
building permits) provided the necessary connections to obtaining information PED could not .
offer.
Neighborhood knowledge about data availability, however, isn't enough: city employees must
know what data is publicly available from their departrnent and what the procedures aze for
releasing this data. Development of citywide data shari�g policies, and designation of contacts S
for publicly available data sets, can assist these efforts. In the previous example, the city worker
may not have known the information used in their offces was public data, or even that is was
easily transferable in digital format. Departments that have a"point persod' in charge of
answering queries about its publicly available data can avoid these misunderstandings �
Without Vander Schaaf to call for advice on data requests, much of this project would have been
slower and more frustrating, with more time spent trac[cing down the appropriate data source. We
also would have encountered additional financial obstacles during this project. As neighborhood
groups build greater capacity for using spatial data, it will be difficult for city staff to handle their
requests as an informal part of their jobs. One way of addressing this issue is to produce at
15
t _. qq-��3
minimum a data bibliography that could reproduce some of Vander Schaafs expertise with
� respect tp the repositories of existing data resources for neighborhoods. A GIS data handbook,
containing contacts for spatial data seu as well as metadata records, can help the city relieve
some of its increasing data request burdens as well as educate the public about what data is
available and how it may be used.
� This brought up a crucial quesrion: what is a"city project"? There aze varying interpretations of
what CDC and DPC projects are. As discussed in this paper's introduction, the roles of both
CDCs and DPCs as community planning agents aze well defined in the Ciry's Consolidated Plan.
Based on this documentation, one could interpret that most rnrything community groups do could
• conceivably be classified "city projecY'. However, others may expect a"city project" to be more
directly tied to a specific city-administered program, such as CIB-funded projects. For example,
a simple address reference map enables CDCs and DPCs to more efficiently carry out the City's
desire to foster safe and livable communities. If such a map improves the effectiveness of a city-
. funded organization, and the City depends on the organization as its citizen participation arm,
does this qualify as a"city projecY'?
VL Delivery Models
•
"Hands on" assistance in the map production process had a major impact in how frequently maps
and spatial information were used in the DBNHS and HMC offices. From our project, we found
that some technical assistance and capacity-building mechanisms were vital to neighborhood
groups when it came to producing and deveVoping mapping applications. While both of our
s groups used maps and geographic information extensively in their work, neither fully knew the
scope of digital data currently available from sources within the City, nor did they have the
appropriate hardware or softwaze available to them to produce maps on their own.
� There has been some work done recently on building models for increasing neighborhood
organizational GIS capacity. A group of geography researchers at the University of Minnesota
recently wrote a paper detailing models for making GIS available to community organizations
(Leitner, McMaster, Elwood, McMaster and Sheppard, 1998). They detailed six models, based
� on their experiences with Minneapolis neighborhood groups, for making GIS available to
community organizations. We have chosen to adapt their work for this project, expanding upon
and adding some scenarios we feel may be particularly useful and applicable to St. Paui
= 16
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neighborhood organizations. Tables 2a and 2b draw lazgely on Leitner et al's paradigm, but will
scrutinize possible local participants in building these models and the relative costs and benefits •
of these models to all parties.
The range of models presented here is in lazge measure for discussion only. We feel all are, as
models, worthy of consideration. However, they aze being presented in this section as delivery
models only, not as recommendations. e
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VII. Benefit of Delivery Models to Neighborhood Needs
� In the models presented above, there are many ideas for enhancing the capacities of CDCs and
DPCs to use maps and geographic information. However, throughout our research, it is clear that
considering models must be done in concert with considering neighborhood capacities and
requirements.
�
Each model has its strengths and weaknesses. Many of these benefits aze based on desired
outcomes. For example, a neighborhood such as Dayton's Bluff with a high need to control the
information it presents to the world will not be best served by a cookbook GIS solution.
, However, its needs for locating property and information about that property quickly and
accurately may be best served by a pazcel map of housing values with address labels.
In short, the effectiveness of any effort to increase neighborhood GIS capacities must be
� accompanied by a clear sense of the needs of said organizations. Thus, we will now return to our
earlier-described paradigm of neighborhood applications.
• Reference
• External Communications
� � Site or Incident Specific
• Targeting
• Trend Analysis
In the end, it is important to note that several of the models might not only enhance CDC and
• DPC capacities, but also enhance the city's ability to ensure its goals are accomplished. For
example, St. Paul relies on its disffict planning councils to implement community crime
prevention strategies. However, oftentimes community organizers don't have an existing means
to learn empirically where the high crime areas of their neighborhood are. HMC staff, for
example, were surprised when first shown the map of crime statistics in the neighborhood.
� Before seeing the trend maps, their understanding of crime trends was based on a trickle of block
club calls and police reports. As it turns out, this information provided a very different picture of
crime concentrations than the maps did. HMC was working towards an important goal of the
city's -- keeping neighborhood safe -- and yet the organization didn't even have a map, or a well-
e organized summary -- of the locations of crimes reported. Such lack of information not only
frusVates the ability of DPCs to conduct their work, but also compromises the effectiveness of
important initiatives the city funds directly, and relies on community organizations to implement.
q9-�i3
� 28
��
1
�/�`'�
U
VIII. Recommendations
�
The fundamental rationale for our work is that with good information in hand, community groups
will be more e�cient and more effective in carrying out their missions. Accessing this
information is crucial to ensuring CDCs and DPCs are able to continue making the sound e
neighborhood planning decisions on which the City of St. Paul relies. Because these
organizations are partriers with the City on many initiatives and programs, a major goal of the
City's enterprise GIS planning efforts must be to ensure CDCs and DPCs have access to GIS
maps and data to successfully complete their work.
We envision rivo distinct GIS delivery channels might be created in the long run to achieve this
goal:
�
1. Develop in-house neighbor600d GIS capabiGties. We define this broadly as the ability of a
neighborhood organization to create maps and analysis in-house, using tools such as desktop S
GIS software, an Internet map server, or desktop GIS map browser (e.g. ESRI's Map
Explorer).
2. Create a neighborhood GIS center. Such a center may either be developed as an
independent entiry or within a currently existing organization.
s
Working towards an efficient, efFective GIS system is an incremental process. Realistically,
neighborhood GIS capacities will be developed over the course of several years. Data access,
technology access, and spatial analysis skilis aze complex capacity-building issues, and will '
benefit from a modular system building process. This can be achieved by conceptualizing the
delivery models outlined earlier in this paper as building blocks. Each building block represents
a significant improvement in the wrrent infrastructure for providing data and analysis capacities
to community organizations, as well as representing a step towards the rivo lazger long-term goals `
described above.
These building blocks are envisioned as interchangeable; some or ail might be deployed to
achieve one or several of the discussed delivery channels, as illustrated in Figure 1. On the
diagram, steps involved in reaching the larger capacity goals are stacked in approximate order of
occurrence. For example, the building blocks at the base of the pyramid are shared by each
29
!
solution; these aze the foundation of any neighborhood-responsive GIS system, and must be
� addressed in order for any GIS delivery model to work efficiently. Early focus on these elements
by city and county officials will ensure that a stable distribution structure is integrat to the
enterprise. Conducring these steps in conjunction with the city's CDC and DPC parmers will
raise awareness within the community about the system St. Paul plans to develop, as well as
capacity for obtaining and using maps and spatial data in their community planning efforts.
� These actions wili lay the foundation for cleaz and positive community-city GIS partnership in the
future.
The most immediate ofthese building blocks that should be implemented is a well documented
, and understood citywide data sharing policy. Cleaz and consistent policies must be established
for the distribution of public data. Such policies should address who is responsible for
distributing data and what documentation should be included in a data delivery. Because of the
crucial role DPCs and CDCs play within the City's planning process, ail data policies should
• include provisions pertaining directly to the specific and distinct data rights of these entities.
Enterprise-wide data policies require substantial intra- and inter-departmental coordination.
However, once formulated, these standards can last for years. The City of St. Paul would benefit
from the increased security that its data is being distributed in a systematic, fair manner.
, Neighborhood groups would atso benefit from such an arrangement, in that such a policy will
clearly identify whom they need to contact for critical neighborhood data, and what
responsibilities using that data requires.
� In order for neighborhoods to mvcimize this benefit from a data access policy, they will need to
have a greater understanding of the procedures required to obtain and use this data. A data
handbook should be developed which would provide, in simple non-technical language, a guide
to obtaining and using spatial and non-spatial data obtained from City of St. Paul departments.
� The development of a data handbook is not conti�gent upon the implementation of a City data
access policy. In fact, the data handbook will bejust as important in an environment within
which policies are not consistent across depaRments. In either event, it is vital that a document
be tailored to the specific needs and challenges faced by neighborhood organi2ations. An idea]
� handbook would detail sample GIS applications, G1S technical support resources, and contacts
for obtaining spatial and non-spatial data.
�q � �3
. �; ..
s 30
\
�
q Another excellent initial step would be the development of a pilot application, accessible over the
�
Internet, which all neighborhood groups could access and apply to their jurisdiction. This would �
be invaluable in creating city wide interest in map based analysis going a step beyond
conventional paper-based reference maps. City devetopment of such a system will also
encourage neighborhood groups to incorporate more analysis in their decision-making, and serve
notice that the City is an interested pariner in the process of enhancing how information is ased
by neighborhood groups. �
Which solutions are ultimately implemented depends lazgely on political and economic realities.
We recognize that the City of St. Paul's enterprise GIS system will not be built with unlimited
funds or resources. It is, however, imperative that neighborhood groups, the City, and non-profit `
GIS technical assistance providers continue to communicate and collaborate in the process of
exploring options. The sotution will not be simple, or free, to anyone. $ut incorporating CDCs
and DPCs into the City of St. Paul's enterprise GIS system is not a luxury: it is imperative for the
continued vitality of St. Paul's nei,ghborhoods. The roles that these community organizations play •
within the city planning process - direct citizen participation, affordable housing developers,
crime prevention specialists - are too critical to the well-being of St. Paul to afford unnecessarily
inadequate information resources.
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Bibliography
� Blumner, Nicole, "Data for the People: St. Paul and Integrated Property Information", Local
Initiatives Support Corporation, unpublished, August 1998
City of St. Paul, Minnesota, "Consolidated Plan and Submission", April 1995.
Ciry of St. Paul, Minnesota, "Consolidated Plan and Submission, 1998 Annual Update", April
� 1998.
Craig, William J. and Elwood, Sarah A., "How and Why Community Groups Use Maps and
Geographic Information.", http:/ftcfreenet.org/org/nper/reports.html, November 1998
Kellner, Stephanie, "Accessing Housing Data in Saint Paul and Ramsey County, Minnesota."
� http://tcfreenet.org/org/nper/reports.hhnl, April 1998.
"Leitner, McMaster, Elwood, McMaster and Sheppazd, "Models for Making GIS Available to
Community Organizations: Dimensions of Difference and Appropriateness", Presented to
the NCGIA specialist meeting on Empowerment, Marginalization and GIS, Santa Barbara
CA, October 1998.
! Mardock, Lori, "Predicting Housing Abandonment in Central: Creating an Early Warning
System." http://tcfreenet.org/org/nper/reports.html, June 1998.
Matthews, Christopher, "Urban GIS Course Projects, Spring 1998", Center for Urban and
Regional Affairs, unpublished, August 1998
� Myott, Eric, "Housing Early Warning System Feasibility in the Hamline Midway Area",
http://tcfreenet.org/org/nper/reports.html, April 1999.
Saint Paul Planning Commission, "Saint Pau( Housing Plan: Drafr for Communiry Review",
October, 1998.
! Saint Paul Community Development Task Force, "Saint Paul Community Development Agenda",
April 1996.
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�9-813
ESRI GIS Software:
Helping Design Tomorrow's Cities Today
Since 1969, ESRI has been
helping people solve real-
world geographic problems.
Local government professionals have always been involved in developing communi-
ties we would all want to ca11 home.
Originally, trus meant designing and maintaining cities and counties through land use
regulation and infrastructure support. Agencies have had to balance the needs of
residential neighborhoods, agricultural areas, and business concems. Now, in
addition to that complex challenge, local governmen[s must factor the requiiements
of a growing list of regional, state, and federal agencies as well as special interest
goups into their decisions.
Rapidly changing economic conditions have further complicated the process by
tlueatening the funding needed to carry out these functions. To date, local govem-
ESRI, a pioneer in ments have been right-sized, been downsized, and had theu budgets drastically cut
geoprocessing tools, is while trying to maintain service levels. Information technology, especially geo-
wl2olly deC�tCated to C'iIS S�aphic infoanation systems (GISs), has proven crucial in helping local govemments
cope with ttris environment.
technology.
ESRI� softwaze solutions have helped planning, building and safery, public works,
and engineering professionals meet or exceed the demands placed on them. ESRI
Today more than IOQ000 softwaze is the number one choice of local governments for their mapping and
organiZatiOnS arOUnd the analy[ical needs. Using GIS softwaze from ESRI, local government staff have
world use ESRI software discovered how traditional tasks can be performed more efficiently and how some
tasks previously impractical or impossible can be easIly accomplished.
because it utilizes the
leading ideas in technology
for geographic information
management.
Here aze a few of the benefits of using GIS in local govemment:
• Increase efficiency.
• Save time.
• Generate revenue.
• Provide decision support.
• Improve accuracy.
• Manage resources.
• Automate tasks.
• Save money.
°Iq' ��a
Managinq the Development Review Process with GIS
GIS has expanded from a niche technology used by specialists to an integrated
information technology used throughout the organization. While demand for staff
who specialize in GIS persists, numerous community de
public works professionals are embracing GIS as a basi�
doing business. ESRI supports both approaches with cc
support of GIS professionals perfoiming georeferenced
and easily wstomized tools for [he pervasive use of GI�
across disciplines to improve efficiency and centralize
information.
The development review process assures that plans for
development adhece to fedexal, state, and xegional
requirements as well as protect citizens from environ-
mental or public safety hazards and support progressive
economic development CommuniCy development and
public works agencies are integrating ESffi software
solutions as a central component in the development re�
process.
ESRPs GIS softwaze has functionality that follows the process—such as
mapping, site review, norification, analysis, and environmental review—that
make up fhe development review process. GIS integrates and sh'eamlines processes
between diffecent depazunents.
BSRI's GIS softwaze, the next step in the evolution of information technology,
sueamlines the development review process tluough sharing data. Using a
central information base eliminates problems caused by conflicring data.
By integrating GIS with local
government processes, staff can
• Streamline processes.
• Track projects.
• Create an information base.
• Perform joint project analysis.
• Share information resources.
• Reduce redundant data sets.
GIS helps coordinate the
development review process
allowing departmen2s 20
share data and review
projects more rapidly.
9 9-813
ESRI GIS for Planning
Planning seems simple enough: design the ideal commu-
nity then develop regularions to enswe design goals are
met. Realiry is faz more complex. Today, planning for
local governments means dealing with constant change.
Planning professionals have the technical expertise,
political sawy, and fiscal understanding to translate a
vision of tomorrow into a sVa[egic action plan for today.
Front Counter Service
GIS promotes a good public image of the
department. Armed with GIS tools from
ESRI, staff inembers can quickly access
informauon on pazcel maps, environmentally
sensitive azeas, zoning, permit status, and
other planning information.
Case Study
these demands while dealing with
limited funding and staffing.
Creating a�Livable Plan for the Fu2ure
Though only 3,500 people lived in "
Spanish Springs, Nevada, in 199Q at
the current growth rate ihe popula-
tion will top 23,000 by 2015. Jobs in
neazby Reno have drawn people to
the azea. Employment is strong, but
over 40 percent of the jobs created
aze in the service sector, where
salaries aze generally lower. Unable
to afford housing in Reno, these
workers have moved to neighboring
communifles like Spanish Springs.
might tum into a maze of housing
tracts, strip malls, and congested
roads. That nightmare will never
happen according to Cynthia
Albright, growth management
planner for Washoe County.
Albright has worked with local
residenu to develop a 20-yeaz plan
that wIll ensure the community
grows in a way that preserves its
nual character while providing
appropriate housina and adequate
public services.
Requuements handed down from federal and state regula-
tory agencies; regional economic, air quality, housing, and
transportarion boards; and an increasingly acrive public
have made this job even more challenging.
Literally thousands of local government organizarions are
embracing GIS tools from ESRI as a means of ineeung
Spanish Springs that was unsuitable
for development due to topography
or location in a floodplain or wet-
land. Next, publicly owned land and
existing housing were mapped. The
remaining land was suitable for
development. Maps showing these
areas were printed and used at public
meetings where planners and the
public determined where addiponal
housing, businesses, and other
development should be located.
If the community was allowed to Tlus information was digitally
grow in a haphazard fashion with no T'he fizst step in creating the plan entered in the GIS and the resulting
comprebensive plan, Spanish Springs was mapping all the land in maps were dishibuted among the
, qa ��3
Current Planning
Current planning requires evaluating present
conditions, identifying problem areas, and
managing change.
The mapping functions of GIS illustrate relationships
between various parts of the community to planners
and residents alike fu more easily than paper maps
or design guidelines.
Comprehensive Planning
Comprehensive planning is an ongoing process of
goal setfing and problem solving. ESRI GIS sofiwace
supplies a suite of powerful tools to capture, inte-
grate, and Ieverage large and dispazate data sets.
These tools help planners analyze problems more
quickly and thoroughly, formulate solutions, and
monitor progress toward long-term goals far the
communiry.
It is no wonder tha[ ESRI's software solutions have
been adopted by more planning agencies than any
other GIS software. By integrating and organizing
informafion spafially, planners can get a bcoad view
of the current situarion and moie accurately assess
the future. GIS software lets you analyze more
scenarios more quickly, giving decision makers
more choices.
County agencies responsible for building
Spanish Springs' infrastructure—the roads,
sewers, pazks, schools, and other public
faciliues—that future residents would need.
Based on these maps, each agency determined
where and when new facilities should be built.
Using GIS, new information and changes in
plans are easily incorporated in the master plan.
The County c2urendy revises the plan for
Spanish Springs every five yeus to accommo-
date the growth and changing concems of the
community. "The personality of the valley
changes as it grows,° says Albright. GIS makes
it easier to plan for that a owth.
OEYELOPYENTSURABILRY �
_-�-- ❑-- . _ . �
•---'-- o
.�._�. o—_. ��
�--
°__ _ �.s
`� �
ESRI for Bui►ding
and Safety Professionals
The mission of building and safery professionals is clear:
promote an acceptable coznmunity environment for citizens
and protect the public interest during the development of
pzoperty. The needs of maturing and emerging cesidential
neighborhoods must be balanced with those of business and
agricultural areas.
Meeung these needs involves permit assistance and uack-
ing, field inspection, code enforcement, and policy develop-
ment for community design standazds.
Case Study
Building departments worldwide use ESRI's GIS softwaze
with custom solutions from established business partners to
solve these problems. This enabling technology allows
building and safery peLSOnnel to xeview emerging trends
while streamlining business processes and maintaining good
service levels.
Administrative Support
Building officials must answer the public demand for less
bureaucratic red tape as well as help create livable and
sustainable communities.
ESRI has a complete suite of affordable GIS softwaze
solutions for geographically managing, analyzing,
mapping, and reporting information. GIS can be used to
review policies such as establishing moratoriums or
identifying areas of substandazd building construction.
Using ESRI softwaze with leading business partner
solutions shortens the development review process and
can improve the overall performance of the department by
more efficiently hapdling projects.
Community Development Land Use/Permit Management System
The City of Aspen and the County of
Fitkin, Colorado, combined forces to
create a land use and pernut man-
agement system that coordinates the
building permit process with othex
government departrnents. The
system routes the approvals of
departments and confirms the
completeness of requirements prior
to permit issuance. The system
creates management reports of time
spent and fees charged for building
pemrits and inspections. Managers
can use reports to evaluate stafLug
levels and compile reports for
budget requests.
ArcView� GIS software was used to
integrate information and provide an
easy-to-use interface that allowed
staff from all departments to query
the system on the status of requests.
Coordinadng efforts across the
organization avoids procedural
"train wrecks."
Planning staff use the system to
manage the building permit process
more efficiently. Cost savings
estimated at appro�mately 575,000
w1ll be realized duough more
efficient use of existing staff while
maintaining the present level of
sernice to citizens. The system also
aids in long-term planning. Five-,
seven-, and ten-yeaz projection
reports on the development potential
for various regions in the City and
County can be generated.
The system incotporates functional-
ity from several pro�ams. Fden
Systems Permits & Inspections,
IlVFORD� Online relational
database, and GIS mail merge
appleis ue linked to ArcView GIS.
ArcVew GIS uses spatial data from
ARC/INF0 generated shapefiles.
Hardware for the system consisu of a
q c�,��3
Permit Assistance and Tracking
Effecrive counter technicians aze vital in developing a
positive image for youi departmenf with developers,
business owners, and community residents. Public
informauon counter applications developed using
ESRI softwaze let counter personnel rapidly retrieve
accurate infoimation for topics ra�ging from pazcel
size to school dis[ricts.
ESRI soluuons automate many of the most time-
consuming and labor-intensive tasks. Building a�d
plan check fee calculations, address assignment, and
report production can a11 be handled rapidly and
accurately using GIS. Projects can be tracked
throughout their life cycle and progress and fees
monitored.
Field Inspection and Routing
ESRI softwa� teanied with business partner solu-
tions ca� efficiently ioute inspectors and speed
coIlection and entty of infornnation from the field.
Use GIS to coordinate the collection of all rypes of
data from field inspecfion notes to letters and other
communications. More effective routing and
reporting means more productive field work and
reduced work backlogs.
Code Enforcement
Effeclive code enfotcement preserves community
aestheucs and enhances property values. ESRPs
GIS tools enable building officials to respond
proactively and prevent neighborhood deterioration.
Complaints, parcel information, past work orders,
demographic Yrends—GIS can process all these data.
Quickly generate maps and reports for presentations
to community groups and elected officials. ESRI
prwides powerful analysis tools so building
officials can maiutain and improve the quality of
communities through code enforcement.
Sun'" SPARCServer 20 with a
Solaris NIS+ network operating
system. Future enhancements to
the system will use Eden Systems'
InFomm Gold, an end user product
written in Delphi3 from Borland.
InForum Gold embeds MapObjects
in the application.
The Community Development Land
Use/Pernut Management System
promotes fair and effective reaula-
tiott of development throughout the
City of Aspen and Pitkin County.
As part of an enterpnsewide GIS
approach,thefollowing
departments aze expected Yo use the
Land Use/Permit Management System:
�Y/COU�Hy Community DeveloPment Deparh�mt
G�h'«�H EnvirohmeMel Meakh Departmeryt
Olh' and County Fi�q�e . _ _
. Cwmry Us¢ Tax
c:ey ware, oe�;e,�„i -
Clly a�W ppuMy Attoryi¢ys
cfi' � C�b E+g�neers
e-spe� Cre qarsnan
a�r� awmer sne�n
Cn1M�Y IlaLLS7n9 OIGea
CKY a�M CweHy Gerks
g9-�' 13
ESRI for Engineering and
Public Works Professionals
Public works and engineering professionals keep our
cities and counties moving. They maintain land records,
keep traffic flowing, design utili[ies, and protect the
environment. These complex and crucial tasks reqUire
powerful and sophisticated tools.
ESRI ptovides the GIS softwaze tools infrastrucYUre
managers need to map, plan, and analyze. Historically,
engineers and public works professionals have embraced
technological advances to build a more effioient infra-
etructure.
Survey Mapping
ESRI softwaze can integrate e�sring CAD files with oflier
spatial and tabulaz data and let you maintain data cen-
trally. This makes data sharing between deparUnents easy,
and allows projects, whether public or private, to be
tracked throughout the development cycle. The integra-
tion of GIS into traditional cadastral and survey mapping
leverages the latest in advances in geodeYic control
through use of
• Coordinate Geometry (COGO)
• Remote Sensing
• Pho2ogrammztry
• Digital Orthophows
• Global Positaoning Systems (GPSs)
Traffic and Street Management
Designing and maintaining street networks is a complex
and serious responsibility. Local govemment agencies
use GIS to plan and manage all the myriad of tasks
required to maintain safe streets.
Maintenance and Service Program
Management
Local governments can use GIS to schedule and route
crews for tasks such as graffiu abatement, weed control,
road repairs, and tree trimming. Easily hack [he status of
infrastructure components, prioritizejobs, and create
efficient work plans and routes for crews.
ESR! supplies
salu[ions far more
public works and
engineerin,;
disciptmu tharz
any other mapping
or an¢l�sis
software avaitabEe.
ESRI provides the next step in the evolution of infrastruo-
ture management technology whether you aze ]ooking for
accuxate mapping tools, moving beyond haditional
computer-aided design (CAD) tools, ox integrating
modeling into your master plans.
qa �'�
Case Study
Association of Oregon Counties Shares Road
PYOgram Infornzation
The Association of Oregon Counties (AOC) was organized in 1906 by
a group of counry judges interested in providing a fomm for informa-
tion sharing and consensus development.
The AOC is using the latest technology to conunue trris tradition of
information sharing. The orgauizarion fias developed a MapObjects
GIS viewer that maps data from the Integrated Road Information
System (IRIS) prog��axn. IRIS provides inventory, management, cost
accounting, and maintenance information for county roads. In
addition to providing customized maps showing informarion from all
IRIS modules, this MapObjects application lets counties export tabulaz
data as shapefiles for inclusion in individual county geographic
informarion systems.
The Windows version of the IRIS program, developed using V'isual
Basic 5 and Access, has fo�n Yext-based modules: Road Inventory
System, Pavement Management System, Cost Accounting System,
and Maintenance Management System. _
The Road Inventory System has 42 different feaNre classes such as
surface types, miles of roads, and culverts. Roads aze broken down
into management sections of one-quarter to one-half mile of homo-
geneous pavement, This module provides detailed descriptions of the
road network.
The Pavement Management System uses an indexing system with a
scale from one to 100 to rate the condiuon of each pavement section.
The Cost Accounting System tracks costs on an acuvity basis and
provides predefined reports, customized reports, and an integrated
spreadsheet for graphing capability.
The Maintenance Management System lets users define activities and
relate them to resources available and estimated cost to lef public
works departments plan more realis6cally.
The GIS module uses AutoCAD� files or ARC/INFO street network
files and integates the informarion from the other four modules.
Information for each seament is color coded. Point data conceming
signposts, accidents, and other informaAOn can be displayed for each
segment.
The entire GIS map viewer is data driven. Maps aze created to order
by users. The module presents users with a menu of all available
fea[ures. Users pick the features of interest, and the program generafes
a map displaying just these items. The overhead on the machine is
lowered because only specifically requested items are queried and
displayed.
"The big things were, first, the
speed of MapObjects. From a
display standpoint, there isn't any
product out there that can touch
it. Second was that approxi-
mately 80 percent of the counties
that were going to be using the
program were already
ARC/INFO users. "
L¢rry Harker,
IRIS Manager for the
Associarion ofOregorz Counties
��-���
Getting Started
ESRI Software Can Grow with Your Needs
ESRI's family of
integrated sofiware
solutions lets you
tailor the scale and
complexity of your
GIS to your needs
and budgez.
Project GIS
Ohen, GIS starts in one department on a stand-alone
� � personal computer. ArcView GIS is ideal for project-level
mappang and analysis and can be linked to other personal
computei applicauons. Out-of-the-box functionality and
, . easy integration of data sources mean you can be up and
running in a short time.
Departmental GIS
—
,
���ti■■�,
- T � ��-
Success with one project usually leat3s to more projects
within a department. ESRI lets you integrate data from
different projects and legacy systems. ArcView GIS
funcaons both as a stand-alone applicaaon and as a cliene
on a network. Data can be maintained centrally in
ARC/INFO.
Enterprise GIS
Link GIS applications throughont your organization for
enterprisewide GIS. Realize economies of scale by
maintaining GIS data sets centrally. ArcView GIS and
MapObjects provide customizable, ieadily accepted
interfaces for applications. For lazge geographic data sets,
Spatial Database Engine'" (SDE'") gives all users in the
organizauon rapid access to geospaual data.
Societal GIS
Shaze data and applicarions across govemment Intranets
or with the public on the Internet using ESRI's Internet
Map Server technology. ArcView Intemet Map Server
lets you publish any ArcV ew GIS map quickly without
any programming by using MapCafe°', a ready-to-use
Java applet. Completely customize Intemei map applica-
tions using standazd pr bac�amming environments such as
V�isual Basic with MapObjects Internet Map Server.
rqq���
s,�
Societal GIS for Local Government
Map Your Community on the Internet
The Internet is changing the way local governments do
business. More and more communities aze embracing
ESRI's Internet Map Server technology to extend govern-
ment services. Combining the power of Internef and
GIS technotogies, governments provide vital informadon
to citizens, consultants, and businesses 24 hours a day.
Spatially enabled local government Web sites improve
wstomer service and help create a more productive,
e�cient, and open organization.
ESRI on Your Intranet
Many govemments aze discovering how effectively they
can shaze information tluoughout the organization using
GIS on an Intranet. ESRI's Intemet technologies aze
quick to assemble and deploy, incorporating standard
interfaces and progamming environments to create
applications that deliver spatial data tluoughout an
organizaaon.
ESRI products work together
sharing data sources with the right
functionality for your needs today
and tomorrow
Public I»formation Services
L,ocal govemments can use Web sites with mapping
capability to
• Educate the public on counry and municipal policies.
• Provide standard maps such as zoning and the
General Plan.
• Extend demographic statistics.
• Provide developmenE status reports.
ESRI solutions improve customer service contradicting
stereotypes of bureaucratic unresponsiveness.
Economic Development
An effective Web site with either MapObjects or
AccView IMS applicafions can serve as a virtual communiry
brochure. GIS-enabled sites can offer property seazch,
regional attraction, and real estate site selector applications
that encourage businesses to relocate and tourists to visit.
�9-8�3
Case Study
The City of Ontario Uses the Web To Empower Citizens
The Ciry of Ontario,, Califomia, teamed GIS technologg
with the Web to provide quick, easy access to City
government information. This new way of empowering
cirizens g�ew out of a simple question Ciry staff kept
hearing over and over againi "Where do I vote?"
On election day, the Ontazio lib�ar3� staff weie routiaely
inundated with phone calls from residents needing to
know where to vote. These callers had lost the sample
ballots that included the address of their local polling
place. In 1994, a stand-alone ArcView GIS application
was developed that helped librariaus look up polling
inforxnation more easily.
However, for the election of November 1996, the GIS
Departsnent had a more ambitious solution. The GIS staff
developed a simpledynamic mapping application for the
Web using MapObjects and MapObjects Intemet Map Server.
This application uses a person's address to deternrine the
conect polling place, then presents the address of the
polling place along with a map of its location.
residents calling for informaUOn was tremendous.
The four employees assigned to help people find
polling places fielded 400 phone calls in four hours.
This application was developed for public access via the The polling place applicafion was just the beginning.
City's Web site, for City staff query from the City's The GIS Departrnent has developed applicarions for
Intranet, and for Ciry Clerk employees who answered Pazcel search, site selection, and development status
public phone calls. The total time to develop the applica- information.
rion was four days.
Improve public access to local
Though the number of hits to the City site was not 9overnment information and services with
recorded, the savings in time for City staff helpang Internet applioations such as
• Parcel search utility—Use a sheet address to find
pazcel infotmation.
• Site selector—Seazch for sites suitable for
development.
• Development status utility—Get information
about current status, start date, and compledon date
foi a project.
• Infrastructure utility—L,earn what kinds of
utiliries are available for specific properties.
• Eleeted officials—Deteraiine the elected repre-
sentarive on the federal, state, and local levels for a
b ven address.
• Environmental distriots—Search for floodplain,
geoloa c hazard azea, or endangered species infor-
mation by location.
,�`�
. _� .
Data Sources
Data aze perhaps the most crucial consideration when implemenfing a successful
GIS program. Foriunately, GIS strategies can incorporate data from a variety of
sources. These ittclude utilizing in-house staff, third party data providers, and
govemmental sources. Another often overlooked data resource is the legacy infor
marion created by an organizafion over the years. To decide whether or not these
sources meet your needs you must consider your budget constraints, accuracy issues,
source, currency of data collected, and finally how the data will be maintained.
Data Integration:
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Bringing ItAll Together
Local governments use GIS to diiectly access and manage
data. It has been estimated that 80 percent of all data
contain a geo�aphic component—a sneet address, ZIP
Code, state, or county locauon—that can link it duectly to
a map. ESRI sofrware can map tabulaz data in Access,
dBASE, FoxFro, ASCII, INFq or any SQL or Open
Database Connecuvity (ODBC) database. Governments
can levenge their investment in data by bringing the data
together in new and exciting ways.
In addi[ion to accessing data from tabulu databases, data
can be added using scanning and digitizing. ESRI
software tools make modifying or updating data easy.
Powerful geocoding featares automaucally plot street
addresses on a map and manage incorrect or misspelled
addresses. ESRI's ArcData�M Publishing Program
provides a wide variety of ready-to-use, high-quality
data sets from the world's top commercial data publish-
ers. In addition to commercial data sources, image data,
CAD drawings, GPS data, photoa aznmetry, and data
converted from many industry-standard and govern-
ment-supported formats can be readily incorporated in
the GIS.
99-8�3
Integrating Computer-Aided
Design Software with GIS
Local governments use ESRI softwaze to take
advantage of theii investments in CAD software,
data, and training.
ArcCAD software is designed far the engineering
professional who needs the power of GIS embedded
within the AutoCADm environment The full tool
set of AutoCAD can be used foi data crearion and
editing, while ArcCAD adds analysis capabilities
such as buffer and overlay tools.
ArcView �IS, ESRPs desktop GIS solution, can
utilize CAD drawings, images, SQL databases,
ARC/INFO coverages, and many other data sources.
This Windows-based application includes a CAD
Drawing Reader, which direcUy reads AutoCAD
DWG, MicroStafion° DGN, and DXF files.
Optional ArcView GIS extensions provide
Chree-dimensional visualization and easy
Internet publishing fox CAD data.
ARCJINFq ESRI's full-feamred professional-level GIS,
can read and write CAD data in DXF and DGN formats.
Layer/Level, handles, and entiry type attributes of CAD
data files can be used within a GIS environment. The
ARC/INFO Open Development Environment (ODE)
supports the use of Visual Basic and other standazd
development tools. Local govemments can urilize their
existing investment in CAD databases with the analytical
and data management tools of GIS.
SDE, an object-based system for managing large geo-
graphic data sets, provides very fast retrieval of spatial
informarion. With the addition of SDE CAD Client,
MicroStation or AutoCAD applications can become
clients of SDE as well. With SDE CAD Client, CAD data
aze made available tluough SDE to other non-CAD users
in the organization.
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The ESRI Family of GIS Solutions
ESRI has solutions that range from the desktop to the
ente�rprise level. Bach product is geared to a particular
technical environment, but they work in an integrated and
flexi6le manner designed to provide just the right soft-
ware for your needs today with the ability to scale to meet
your future needs. A common data struc[ure is the
foundation of this compaubility.
ArcView GIS
ArcView GIS, Yhe world's most poputar desktop GIS and
mapping softwaze, places mapping and spatial analysis
capabilifies at your fingertips. ArcView GIS is easy to
learn. Optional extensions add unprecedented power for
geographic analysis on the desktop.
Left: The ArcView 3D Analyst'" eztension lets
you see all the dimensions of your p[an.
Be(ow: M4nage sfreet mainten¢nce usang
ArcVew GIS.
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ArcView GIS Extensions
ArcView GIS sofiware's extensible design
makes it easy to add new capabilities when
you need them. These optional extensions
are plug ins to ArcView GIS that you can
load and unload while you work.
ARC/INFO
ARCJIlVFO is the de facto pxofessional GIS in industry,
government, and academia. Use ARC/INFO to automate,
modify, manage, analyze, and display geographic data.
Based on a relational design, ARC/INFO provides hun-
dreds of sophisticated built-in funcrions foi sharing and
processing geogaphic data, plus optional, fully integrated
extensions for perfomung specific tasks. ARC/IlVFO runs
on a variety of hardware platforms including Windows NT
computers and LTNIXworkstations.
ARC/INFO Extensions
Extensions aze fully integrated software packages that
enhance the ARC/INFO data model to support specific
applications. These optional programs provide addiaonal
modeling, analysis, graphics, scanning, and data manage-
ment functionality.
z � ��
Spatial Database Engine
Spa[ial Da[abase Engine (SDE} is a high-performance
universal spatial servex matched with appropriate client
software for each rype of user. Designed with a
cooperative client/server model, SDE has been optimized
to provide best-in-class retrieval of spafial, CAD, and
image data. Using SDE you can manage millions of
spatial features in commercial database management
systems (DBMSs) such as Oracle, Microsoft SQL Server,
IBM DB2, INFORMIX, and Sybase.
SDE CAD Client
SDE CAD Client wocks with AutoCAD or MicroStation
to allow you to store and retrieve CAD and GIS data
from an SDE server. The dialog interface allows you to
store objects from inside the host CAD program. Spaual
and database queries can be performed on SDE features
and CAD objects.
ArcCAD
ArcCAD software brings the functionality of
ARC/INFO softwaze to the AutoCAD environment,
providing comprehensive data management, spatial
analysis, and display Wols.
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PC ARC/INFO
PC ARC/INFOm software offers sophisucated GIS
software tools for the creation, editing management,
aualysis, display, and mapping of geographic information.
Data Automation Kit
Data Automafion Kit (DAK�') complements desktop
mapping software by providing high-quality
digitizing and data editing, topology creation,
data conversion, and map piojection capabilities.
Internet Map Server
technology from ESRI
lets you easily use
data and applications
together across your
organization.
ESRI:
A Company for the 21 st Century
FSRI, world leader in the rapidly expanding field of GIS,
has over 1OQ000 client sites worldwide. ESRI was
founded in 1969 by Jack and Laura Dangermond as a
consulting fum. It continues to be privately held and
offers a complete suite of GIS softwaze products; services
to plan, implement, and maintain your GIS; and a wealth
of data sources to power your GIS.
ESRI's reputation is built on decades of experience
helping busi�esses and organizations solve real-world
problems using geo�aphic information.
ESRI continualIy strives to improve its producu and
services. ESRI's sofrwaze is s aanificantly more advanced
than competitive products in both functionality and
quality. Substanrial sofiware enhancements, new product
features, innovative trainina courses, and continual
application development services make ESRI your best
choice for GIS today and tomorrow.
"ESRI's ultimate goal is to
provide you with a system that
will help you accomplish tasks
faster, easier, and better than by
using any other system. "
Jack Dangermond,
ESRI Founder mrd Presrdent
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ESRI-Olympia
360-754-4727
For more than 25 years ESRI has been helping people manage and analyze geographic information ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS clienUserver
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and build success with GIS.
Corporate
ESRI
380 New York Street
Redlands, California
92373-8100 USA
Teiephon e: 909-793-2853
Fax 909-793-5953
For more mformaUOn
call your
local reseller or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inqwnes to
info@esri.com
Visit ESRI's Web page at
www.esri.com
Australia
61-89-242-1005
Belgium/Luxembourg
32-2-460-7480
Canada
416-441-6035
France
33-1-46-23-6060
Germany and Switzerland
49-8166-677-0
41-1-364-1964
Hong Kong
852-2730-6883
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ESRI
Regional Offices
ESRI-Minneapolis
651-454-0600
ESRI-St Lows
314-949-6620
ESRI-Boston
978-777-4543
ESRI-Alaska
907-344-6613
.._
ESRI-California
909-793-2853 a
ext.1-1906 �
ESRI-Denver
303-449-7779
International Offices
India
91-11-620-3801
Italy
390-6-406-96-1
Netherlands
31-10-217-0700
Poland
48-22-825-9836
Singapore/Malaysia/I ndonesia
65-735-8755
Spain
34-91-559-4375
a�-acni��
8t039
ANOSOMIO/98p[
ESRI-Washington, D.0
703-506-9515
ESRI-Charlotte
704-541-9810
ESRI�an Antonio
210-499-1044
Sweden
46-23-84090
Thailand
66-2-678-0707
United Kingdom
44-1-923-210450
Venezuela
58-2-285-1134
Outside the United States,
contact your local ESRI distributor.
For the number of your distributor,
call ESRI at 909-793-2853, ext. 1-1235,
or visit our Web site at
www.esri.com�nternational
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iivsuvne. inc. omer wmpames a�tl pretluns meneo�etl nerem are o-aaemanm or regmeree
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Economic Development
GIS Solutions for Development, Redevelopment, and Housing
for State and Local Government
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ESRI'M GIS Software:
Creating a Better Future
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Learn more at
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localgov -
Building Sustainable Communities
To ensure the establishment of economically healthy and sustainable communifies,
state and local governments must foster economic development while pursuing
strong redevelopment strategies.
Using these twin strategies, communiues
can preserve the quality of life and build
an economic base for the community by
Attracting new businesses
Retauring existing businesses
Establishing affocdable housing
Economic development and redevelopment professionals must identify the issues
facing the community, develop strategies to deal with these issues, and build the
consensus that will allow government to unplement these strategies. All these must
be done swiftly before the economic and polidcal climate changes.
Why Use G/S to Promote Economic Development?
By centralizing all the information abou[ your community, geographic information
system (GIS) softwaze speeds the process of analyzing data and recognizing trends.
This lets decision makers develop more strategies more quickly.
Use the same business management and mazketing tool chosen by hundreds of
dynamic and successful companies: GIS softwue from ESRI. Below aze just a few
of the many companies that use ESRI softwaze to locate customers, target advertising,
and choose new sites.
• Chase Manhaftan Bank
• Gold's Gym
• Levi Strauss
• Miller Brewing
�
ESRI GIS for Economic Development
Building Economic Health
Encouraging economic development in a community means
balancing a variety of activities—attracting new business,
retaining and expanding exisUng businesses, and pursuing
development intelligently—to cieate jobs and
establish a strong financial base. The competi-
tion for tas dollars and high paying jobs is fierce.
Every agency must develop a strategy to woo
potential businesses.
What must state, county, regional, and local
govemments do to ensure theu region is the fust
choice of businesses? Demonstrate the unique
strengths of their community.
ESRI sofrwaze solu6ons speed analysis and
streaznline processes allowing governments to
arrive at wel:-informed decisions quickly. This
gives GIS-enabled jurisdicuons an advantage in
the competirive azena of economic development.
Geography Matters
Location is everything! To sell a location, beneflts such as
availability of transportation, infrastructure, educational levels,
ffained workforce, tas incentives, grants, or other factors must
be identified and emphasized.
"��-,cortornic
cfe �>elo,anaen7
is aFiout
crecrting Ycealth. "
—derry Heeaerson
Cairfomia DepeCmen[ of
Tmtle and Commerca
GIS Provides More
Tools for Promotion
GIS can augment the traditional tools of economic
ESRI sofrwaze solutions offer the right tools to analyze and development—brochures, chamber presentations,
present this information to prospects. The core of GIS technol- �d videos—with analysis and graphics that make a
ogy is its ability to bring information together at any scale from compelling argument for a region. Use GIS to
lazge to small to allow for more informed decisions. strengthen ptomotional materials for
• Toudsm
• BusinessAttrnction
• Downtown Revitalization
• Redevelopment
• Housing Programs
• Communiry Development Block Grant
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OsedwithpemussionofB[vePlanetPub[ishingCompa'ry, �
Boarze, Narth Carolma
The Deparhneni ofEcorzomec Deve[opment for Loudoun Counry,
Vrginiq maps travel rimes to key reg�om[ desrinations.
Economic Gardening
Proactive Role
Attracting businesses to an area is just one side of the economic that cannot offer tas rebates and other incentives to lure
development coin. Nur[uring existing business is the other. businesses can unprove their tati base by playing a more
Economic gazdening, the catch phrase for this economic proactive role in retaining and expanding businesses that
development strategy, posits that state and local governments are already located in the area.
Know Thyself
Putsuing economic gazdening requires an inventory of existing sell worldwide. These types of businesses biing new money
businesses. Use GIS to gather and analyze data on area busi- into the communiry. By focusing on companies that show
nesses. Not all companies show equal promise. Manufacturing potential for generating revenue and jobs, the return on an
firens can grow to employ hundreds and, with the right product, investmen[ in economic development can be maYimized.
Geographic lnformation /s Power!
Geographic information can give businesses the power to grow. their existing and potential clients, and recognize new
By using GIS to help companies understand their competition, opportunities, existing businesses can thrive. GIS by ESRI
improve mechanisms for routing or delivering products, identify is an investment in everyone's future!
Case Study
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BUSFI�IP+�.S�S'ES"" ` � �. ' " SP,CtOTS .�FYSC Cat�^ $a11
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+ tliatAicV'xew'" BpsinBss Anatys[ can hel'p the Ciry `'
�and `analgze'data that w�1 help busin'esses iri the�area gcow. �
s extension, the City caa easIly track demographi'es, incorpo-
ting data, perform site analysis, and integrate commercially
available data sources to more effectively analyze potential
mazkets: Arcvew Business Analyst leu Lake Elsinore
incorpocate more data from different sources so the City can
make sound decisions today and better long-terms plans.
Arc�ew Business Analyst, wLich comes with high-guality,
ample data from GDT, UDS, Metromail, and Dun &
Bradstreet, is task-oriented and allows users to be pioductive
right out of the box.
"What we wanted was a system that offered informational
nourishment to our local businesses so they could flourish.
And what we liked best about Are�ew Business Analyst is
the vatue. It is cheaper to bny the softwaze than it is to
zestrucnue or create a marketing campaign," says Mazlene
Best, assistant to the City manager.
z� cuy �ra� �r,are, c��.
rsesAreView BusinessMdyst ro help
a.vn am;nerses grow
ESRI GIS for Redevelopment
What Was Old Is New Again!
Through the redevelopment process, ciry and county govem-
ments can eluninate blight from designated areas, achieve
desired development, and rehabilitate residenpal, commercial,
indushial, and retail azeas.
Redevelopment breathes life into parts of the community
suffering from social, physical, environmental, or economic
conditions that discourage new inveshnent. Redevelopment
project areas receive focused atten6on and financial investment
to reverse deteriorating trends, create jobs, and revitalize the
business climate.
can be seen. On an ongoing basis, GIS can be used
GIS solutions from ESRI give redevelopment agencies powerfiil to monitor and demonstrate progress in achieving
tools to manage redevelopment projects. With GIS, agencies project goals. Using GIS, agencies can graphically
can identify problem areas and quantify the problem as well as illustrate information about a project azea to
administer the project. By integrating all the data about an area citizens, govemment agencies, potential investors,
with GIS, otherwise hidden strengths and potenual for the area and business.
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. •.. mx+4tS...3tx^a3A0tukk#iY#.k.:
,o�Marke�(SaMaa;area;is aalisi�ing,�cli:verse N., -�
ood in San Francisco Californ�a�, wi�th over� Y � KK
1 ,.ra,i x.�>e,e�>a�..rsrm. > »s;x�..v,��
1 busmesses from traditional manufacuuing to ';"`
' filminaking: Wiffi"a nev✓'ba"seball`stailium; Coriven'tion `"'' ° '
Ceater,rSony EnTertauunent Complex, and increased� t
iesidential depelopment, it is a1so,San Prancisco's,fasCest ,.
growing neighborhood. The areattaslustorically served
as an incubator for sma11 businesses and emerging
industdes.
This local economic development tool integrates building
information and photographs, data on e�sting businesses, local
economics, demogaphics, transportation, and real estate broker
information using Arcvew GIS. The easy-to-use interFace
allows users with no GIS experience to locate available spaces.
The user inputs seazch pazameters such as building size and
type, maximum sales price or reny and prefeaed neighborhood.
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g+ .u�s
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The application provides useis with reports, suwma-
ries, and maps detailing currenUy availaUle commer
cial spaces with the types of business, infrastructure,
and amenities surrounding these locations. WheTher
leasing or buying, entrepreneurs can site new busi-
nesses in the most promising locations using the
Affordable Space Locator Service.
"�]C $011i}I Of M2tiCEt I' ($�� a nonprofit Arorzprofit orgaumeon irz San Francisro, Califomiq uses
ArcView GIS m help busvressu lacate availab[e commerriai spocz
corporation dedicated to promoting economic develop-
ment, has created the Affordable Space L,ocator Service,
an application that assists small businesses in locating
commercial space for sale or lease.
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ESRI GIS for Housing
Revitalizing Neighborhoods
GIS sofrware from ESRI provides powerful tools to assist housing profes-
�5:�; S�ftt^�tti'e sionals in creating and maintaining livable communiries. Timely and
comprehensive information on the built environment allows for better
Cosat� of {rt�t�,s�;,. So��th Carohrux pplicy deClSlons.
Cia} o f GScnad{vr, A� fZOfla
eay �; t,;,z, f�•�rne. cai�ro.,ua Traditionally, project locarions wece plotted on pin or paper maps while the
G,unr� of �'utrorr. GE�rK=o data, image, and other support documents resided in sepazate files. Today
C n.r^ti ul hrab L'[aJa
local governments use GIS to centraliZe project information by pulling
together database records, photographs, and other documents and linking
ar�; o� t<:. a�a,:;e ceor�r� �em to reai-world locations. Pxojects can now be analyzed by location in
7Dx�nshry Oj Ladex•eod 9:e�. Jenet LBCIBVCIOPIROri[ 37B2S OY �7011hC11 (�1STC1C[S.
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Property Management
GIS is well-suited for property management tasks such as analyzing
information on building age, valuation, and income levels to plan relocation
areas or low-cost housing projects. By identifying districts that could
benefit from housing assistance, pxogram administrators can determine how
best to distdbute those funds.
Ctr �PS«r� t�t�eo, C<:7�f���a:� BY using GIS with demographic data, housing professionals can better
assess the needs of the community and communicate those needs to federnl
sr«r� of c�wh ynd state agencies. This information can be used to qualify ateas foi
sr2r�- o/ u��>war Communiry Development Block Grant funds and other federal funding for
lower and moderate income households. Special services can be targeted to
special needs populations—those with physical or mental disabiliries, non-
English speakers, the elderly, and the homeless—using census and wmmer-
cially available demographic data.
Public Finance
GIS solufions from ESRI let local governments
relate dollazs spent to geography for better
management of public finance functions. GIS
helps governments mazshal the data necessary to
convince voters to issue bonds as well as make
compelling arguments to entice private sector
investors to invest in projects.
Using GIS, the benefits of tax incentive or grant
programs can be gauged through measuring sales
ta� revenues genet'ated oz capital improvements to
specific districu or project azeas.
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Adding GIS to Your Plan
Government agencies can use GIS as a
management tool to gather information and
process data and act more quickly.
Using GIS for
Economic Deve/opment
aea iu�>xi�..:: .,.. ' ,......
, . ��mproves project, aranagem�nL'� � *
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Target Marketing and
Site Selection
Use GIS software from ESRI to analyze demographic data,
tra�c counts, and information on available real estate to
quickly show companies where to locate their businesses in
your communiTy.
Identify azeas with low and moderate income households so
assistance programs can be tazgeted for ma�cimum bene£it to
the community.
Demographic Profiling
ArcView Business Analyst can help build more viable
communifles by helping existing businesses find
wstomers. ArcView Business Analyst provides out-of-
the-box answers to questions about market conditions
with data on demographic, street, and business data.
Easy-to-use wizards walk you through the steps needed
to analyze the data for your cotnmunity.
Project hacking
ESRI GIS softwaze provides the best solutions for
tracking housing and redevelopment agency progams
such as rental assistance or enterprise zones. Link maps
and databases with images, such as photographs or
blueprints, to tell the complete story of a project as it
develops.
Summari¢e uMerlying demagrapfi�es around potential sites for new smses
to he1P businessu find the mos[ pmmesing loeanorzs.
GISP�k a[Z rypes ofda+a—mbles, maps, P�:os, and :est—m%etMc
ro A �� A
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Buildinq on Success
Project G/S
Economic and redevelopment strategies grow from a series of
focused projects that contribute to an overall plan. Successful
GIS progams often follow the same approach. GIS provides
the most effective way to organize, add, review, and manipulate
a region's data sets.
Departmental GIS
Because ESRI software soludons work together and can use
data in many formats, databases developed for individual
projects can be shazed throughout a department. This allows a
departsnent to build on the success of each individual project
and enhances the overall effecuveness of the department by
providing analysis and information that may not normally be
available or integrated.
Enterprise GIS
Sharing data and ideas does no[ have to stop at the
depar[mental level with GIS. Data from various disci-
plines, such as planning, building, engineering, public
works, and finance, can be combined. The infrashvcture
of a neighborhood can be viewed and analyzed as a whole
to develop a long-range plan more intelligently.
Societa/ GIS
Government agencies have long realized that the involve-
ment of the public in the decision making process not
only provides added perspectives but also promotes the
consensus necessary to implement programs. Govem-
ments are using the Internet Yo help educate the public
about the government decision making process. GIS
Intemet applicafions help governments let the public
understand how decisions aze being made by allowing
them to interact with data on which decisions aze based.
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Case Study
GIS Projects for Economic Development
The Ciry of Cazson, Califomia is using GIS to implement its
proposed economic development strategy.
"There is no way to bring the information together and tell our
story without GIS," explains Lance Burkholder, the City's
economic development managet "In some cases, we have the
data, but without looking at geographical relationships and
presenting them graphically, they have little value. When the
Ciry first started its GIS in 1996, I recognized that it would be a
great tool for business development."
"There is no u��5° �o brin� �ne
informa� cr togeth�r an � �e�i
oL� siC)SY Cv2T,�l�i�i �r�� ..
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The first phase in the project has been gathering-&ata. - "It is ,- _. „,,,,....�---
, ...��t�` ,, �
impressive how much information we already had Be�ueen�•--��� �°^r° �,� ',� � a }� �
census data, business license records, county assessoz records ; � � ; � # � � � �° � t ��
,, s yf , , ` ; � e
and all of the information used for other purposes'already in ouc . � � f
GIS, the picture becomes fairly complete,"notesL�lex-12occa �` F ,'� 3 ��
Cazson's GIS specialist. "Now we aze loolang to bnng them; , , � � � L � � � � � �; �_
together." . , , ; ; �._-__� � ,. ,. „. ..=�- .. ,I- �� :
Using ArcView GIS sofriv�e, Rocco has developed�a s�ite+
locator that allows staff to describe the size, zqning,; co,�t, :
othei chazacteristics a business is seeking and ge�a�riap°�1
potential sites. "In the past, we've had no way to addressp
developer's request for a site unless we happened to laiow�
something. Now, I can seazch from my i3esk and g's�� an ;
immediate xesponse. Eventually, we would like to off�r tU
informarion over the Internet," says Burkholder.; ! i�
The City has a number of other azeas where GIS will as
economic development strate,gy. The Ciry' wants to cre�
database of businesses operating in the City by ysing
City business license records. Ttris would supplemenf i:
tion currently collected by the Private Industry Council,
Chamber of Commerce, and state agencies. '
The Ciry's GIS will be used to develop a wmprehem�i�
of the Ciry's economic condifion. A complete inventoi�
assets integrated with City demogaphics and featurescoi
used to shape economic development strateaes in man,y �
The City could assess ffie condition of commercial anil�
hial buIldings and identify those in need of retrofit to� �� -�
�:
the azea's economic viability. Business activities coi�
identified by type and azea Sales tac revenues could be
analyzed by census tract. Job seekers could find firms hi
Eme aQing industries in sectors such as hibh technology aze
those expected to show strong a owth in ihe next few years.
"Those industries prefer to locate in close proximity to each
other," Burkholder notes. "I will be able to quickly show a
prospective business that Carson has the clustering they aze
seeking. Simply pu[, GIS helps me do a better job of attracting
and retaining businesses in the City of Carson."
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Information Is Power—
Power Up Your GIS:
ESRI GIS solutions offer the ability to incorporate a wealth
of data sources from inside and outside your organization.
Data is available from federal and state agencies, state
clearinghouses, councils of governments, and local
govemment agencies. Much of this data can be obtained at
low or no cost or through data sharing agreements with
other jurisdictions.
With the gcowth of GIS t�as come an inccease in commer-
cial sources of GIS data. ESRI's ArcData� Publishing
progam provides a wide variety of ready-to-use, high-
quality data sets from the world's top commercial data
publishers.
Many data sources aze available on the Web. Use Data
Hound, a free service to help users locate spatial data
available at ESRI's Web site (www.esri.COm).
Another often overlooked information source is the legacy
data created by an organization over the years. These
existing data sets can be joined with others for use outside
the specific department in which [hey were created. For
example, by combining parcel data from planning with
business license records from the finance department,
revenue auditing can be more effectively conducted.
ArcData
The ArcData Publishing program provides a single
source for hundreds of data sets from leading
commercial data publishers. ArcData includes data
sets on demogaphic, health caze, and real estate.
ArcDafa Online
One-stop data shopping via the Internet. ArcData
Online, located at the FSRI Web sites, allows usecs to
browse and download files from a wide selection of
GIS data sets. This data includes both basemap and
thematic data.
Data Sources
7Fe AmData Pub[isidng program p>ovides a wide v¢nery' of
ready-to-use, high-qualiry data seu from comme�cial data vrndors.
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Create a Virtual Brochure
for Your City
The Internet is changing the way local govemments do busi-
ness. More and more communities aze embracing ESRI's
Internet Map Server technology to extend government services.
Combining the power of Internet and GIS technologies,
govemments provide vital informaAOn to ciUzens, consultants,
and businesses 24 hours a day. SpaYially enabled local govern-
ment Web sites iraprove wstomer service and help create a
more productive, efficient, and open organization.
Many governments are discovering how effecUvely they can Beyond the benefits within the organization and to
shaze information [hroughout the organization using GIS on an constituents, developing a Web site can dramatically
Intranet. ESRI's Intemet mapping technologies are quick to increase your community's visibiliry. Information about
your community is directly available to potential
domestic and foreign investors.
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Economic Development
ArcVeEV`Itttemetld'apServer,Java"` HTM� c�eaYi
ko_. �. •>,�� �.�„,-0�a.��a�x�
'setecfio"n'and demograp`liicanaiysis tool that lers pr�
t �.xwx�,,,
��i6smesses<�nieracrivelyseazch�the�C?ty'�s'daYa6as'e f
sife, demographic, and eco�omic information.
assemble and
deploy,incorporat-
ing standazd
interfaces and
programnung
environments to
create applicafions that deliver spatial data tluoughout an
organization.
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�eC�� �k�� �SUCla�ex�l�eic�encs=of � � � �
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nt,s�iEe;�Intemet and=GIS anc(ze�nyepted;,; �r . ,.
development, ice , lacin"'Va`IPe o at flie
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�f mumcipa�ues pius5'ring new `businesses.
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The currency and availability of the information provided by
this applicafion gives Vallejo a competiGve advantage in
business attraction. Site information is available 24 hours a day
to anyone anywhere wifh access to the Internet.
Businesses frequenfly contact the Communiry Development
Department for site selection assistance. Before the develop-
ment of tlus application, office, industdal, and retail space
inventories were updated one or two times a yeav With the
Tnternet application, information on available sites, maintained
Uuough a partnerslrip with azea real estate brokers, is updated
constanfly. Brokers input, modify, or delete listing information
online. New properties are immediately mapped and included
in the database. Password protection ensures only bzokers can
II70� IIShIlg IIIfOIID3hOIl.
Businesses can search ors[ine for ov¢ilabl¢ space and obtairs
detai(ed information on properries.
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The ESRi Family
of GIS Solutions
��� ; ESRT has solnlions Yhat xange from the desktop to the
;�, �r �� y� enterprise level. Each product is geared to a particulaz
�� .y �%�� �` technical envuonment, but they work in an integrated
±t�.p `'� r ' e t5 °"' ay . fr " Nt
� q .� � and flexible manner designed to provide just the right
"x�' �� sofrwaze foi your needs today with the abiliry to scale to
�* �,E.,�t� ���_`".°� meet pour future needs. A common data structure is the
' �"� ' "``,�, foundation of this compatibility.
ESR!'s famaCy of irztegrated sofhvare promdes soluXons sm4d m a
,/urisdection's needs ¢nd budget
ARC/INFO°
ARCiINFO software is the
de facto professional GIS in
indusay, government, and
academia. Use ARC/IlVFO
to automate, modify,
manage, analyze, and
display geographic data.
Based on a relarional design,
ARC/INFO provides
hundreds of sophisucated
built-in functions for sl�aring and F
geographic data, plus opuonal, full
extensions for performing specific
ARC/INFO mns on a variery of ha
platforms including Windows NT�
and UNUY� workstarions.
Spatial Database Engine
ESRI's Spatial Database Engine'� (SDE"') is a high-
performance, object-based spatial data access engine
implemented in several commercial relational database
management systems (DBMS), such as Microsoft�',SQL
Server'�, Oracle�, Infozmix�, Sybasea, and IBM� DB2�,
using open standazds and true clienUserver arclutecture.
Manage millions of spatial featuzes at higher speed than
any other spatial technology on the mazket today. SDE,
and SDE CAD Client enables spatial daia to be fully
integrated into an organization's enterprise information
technology environmettt.
r �1
� t
�.
� (hrough the
a snidy nren
MapObjects Professional
ArcView GIS
ArcView GIS, the world's most populaz desktop
GIS and mapping softwaze, places mapping and
spatial analysis capabilities at yow fingertips.
ArcView GIS is easy to leam. Opuonal extensions
add unprecedented power for geographic analysis
on the desktop.
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ArcView Business Analyst
Easy to use and packed with high-quality data,
ArcView Busirzess Analyst can make a city instantly productive.
ArcView Business Analyst is the ideal tool for "business of
government " Use Uris powerful extension to develop commu-
nity profiles for long-range planning. 111e analytical and
mapping capabilities of ArcView Business Analyst aze useful in
attracting new business and assisting existing businesses.
The ArcView Business Analyst package includes
• Business data (LJDS, GDT, and Metromail)
for the United States
• ArcView St�eetMap'� softwaze fox narionwide street
network data
• QMS� geocoder, for mapping addresses from databases
• PresenTable�, report writer
• ArcV�iew Network Analyst for routing and drive-time
analysis
Add custom mapping and GIS capabilities
to Windows 95/NT applications with
MapObjects'" Professional softwaze, a coIlec[ion of compo-
nents including an ActiveX� control and more than 30 ActiveX
automation objec[s. MapObjects Professional works in
standazd Windows development environments
such as vsual Basic�, Delphi�, Vsual C++�,
and PowerBuilder�.
MapObjects Professional uses spatial data in a
vaziery of formats including ESffi shapefiles,
ARC/INFO coverages, and Spatial Database
Enginelayers. Image data can also be used.
Robust GIS functionality
is availab/e inc/uding
• Pannina and zooming through mul[iple layexs
• Address matctting and ge,ocodina
• Sretiat analysis aud 4u�S
• Re]aGonal database a¢d SQL queries
• Real-tlme t�ackiag
i$ V
��r
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� i,� Y
qq� g t�
Putting Your Map on the Web
ArcExplorer
ArcExplorer'" sofrware can be used to view or retrieve
GIS data inside an organizarion or from anywhere in the
world via the Web. ArcExplorer rnns on Windows 95�/
98� and Windows NT. It features drag-and-drop ease of
use, overview maps, and multiple views and can save,
retrieve, and print maps.
Internet StarterApplications
MapObjects Internet Map Server
and ►nternet Starter Applications
MapObjects Intemet Map Server is an extension to
MapObjects Professional that makes it easy for application
developers to use MapObjects Professional to serve
dynamic maps and data on Intranets or on the Web.
Internet Startei Applications were developed by ESRI to
help jurisdictions publish government data on organizational
Intranets or on the Web. These applicaflons provide quick
access to commonly requued functions.
ArcView Internet Map Server
ArcView Internet Map Server (IMS) makes
publishing a map on the Web almost as easy
as printing a map on a printer. With
MapCaf€'", a Java applet that
provides a ready-made generic
interface, visitors to your Web
site can view, browse, explore,
and query maps on the Web.
IntemerMap Server tuivwlogy fiom ESffi lezs you easfZy use
data and ¢pplicaiiorzs togeiher aciass your organiZairorz
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ESRI was founded in 1969 as a consulting fum. It
continues to be privately held and offers a complete
suite of GIS software, services, and data sources.
"ESRI's ultimate goal is to provide you with a system
that will help you accomplish tasks faster, easier, and
better than by using any other system," says Jack
Dangermond, ESRI president. ESRI's reputation is
built on decades of experience helping businesses and
organizations solve real-world problems using
geographic information.
ESRI continually shives to improve its software and
services. ESRI's sofrwaze is significantly more
advanced than comperitive products in both function-
aliry and qualiry. Substantial sofrware enhancements,
innovative training courses, and continual application
development services make ESRI your best choice for
GIS today and tomorrow.
�vr�■.
A Company for the 21st Century
�;� ...
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ESR/
For more than 25 years ESRI has been helping people manage and analyze geographic information. ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS clie�t�server
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and buiid success with GIS.
Corporate
ESRI
380 New York Street
Redlands, California
92373-8100 USA
Telephone: 909-793-2853
Fa�:� 909-793-5953
For more Iniormation
call your
local reselier or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inquiries to
info�esri.com
Visit ESRI's Web page at
www.esri.com
To locate ESRI business partners visit
www.esri.com/partners
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651-454-0600
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...,�
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ext 1-1906
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303-449-7779
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�52>s Place ESRI busmess parmer or disVibmar atlGress here
INL➢t5M11N8p1
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Outside the United States,
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For the number of your distnbutor,
call ESRI at 909-793-2853, ext. 1-1235,
or visit our Web site at
www.esri.co�nternational
D.C.
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No. GS35F-5086H
Printetl in USA
ORIGINA
Presented By:
Referred To:
RESOLUTION
CITY OF SAINT PAUL, MII
Council File # q ` "6 �3
Green Sheet # 09836
Committee: / Date
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WHEREAS, many City departments have begun their involvement in creating computerized
a GIS system as they perceive a system, and
WHEREAS, the City has determined that an independent review and an overall plan to
possible within the individual limits of various department needs, and
systems that meet their needs for
the GIS systems are as coordinated as
WHEREAS, the professional service contract will be administered by PED and the inancing from fund balance is appropriate until a plan
is produced, and
WHEREAS, the Mayor, pursuant to sec. 10.07.04 of the city charter, doe ertify that there are available for appropriations $149,789 in
funds in excess of those esiimated in the 1999 budget and does recom end the folfowing changes to the 1999 budget:
FINANCING PLAN:
Department of
Divisio�
GL 001 00000 9830 Use of Fund balance
GL 001 00000 0000 all other financing ,
SPENDING PLAN:
Department of
Division
GL 001 06000 0219
All Other Fund Spending
RESOLVED, that the City Councii
Current
Budget
Change
Amended
Budget
3,378,696
156,599,813
15 ,978,509
0
159,978,509
159,978,509
these changes to the 1999 budget.
149,789
0
1�
149,789
0
1�
3,528,485
156,599,813
60,128,
149.789
159,978,509
160,128,298
Bostrom
ve� ys Absent Requested by DepaRment of:
Financial Services O�ce
By: Joe Reid
Approval Recommended by Budget Director:
gY� � M ��
Adopted by Council:
Adoption Certified by
mcil Secretary:
s
Approved by Ma r: Date
By:
By:
Form Appro�ec} bM City
B
Submission to Council:
o�,�,�,o,���„�, DAIEIN111A]PD 9q —4��3
Planning&Econ.Development 08-03-99 GREEN SHEET NO. 09836
NMACfPBRSON&PHONE a OIDARThffNCD a �]YCWNCR.
Mark VanderSchaaf, 266-6637 � a�cvnn'oa�' 8' �' Q a�n'am.e
MUSTHEONLY%IN�.AGENDABY(DA'!E) �'AIANCLV_SEROFF.DIX O FIN.SFxOFF.AttTG.
Au� �8 1999 0�roA���� a
TOTAL # OF SIGNATURE PAGES 1 (CLIP ALL LOCATIONS FOR SIGNATURE)
ACfIONREQUFSCID
Appmve funding for Consultant Professional Servioes to prepare a three (3) year strategic plan for the citys' GEOGRAPHIC INFOl?MATION SYSTEM
(GIS)technology.
aECO�m.m+�nnous npp�ovc(Nmrs�ra(W PERSONAL SERVICE CONT12�1C15 MUSC ANSWEHTHE FOLLOWING QUEtiTIONS:
ruxHUaccnimassrrnv _ava�evtamtams4au l.tlssrtispe�sowfvmevewodceaimaeraconvacttmtn;saepum
��p�g YES NO
_A_SiA£F(GISPOtiryHaaL) _ 2.H3SUuSjlt60ll��ilm¢vtSbECOacilytm�IlOyCC?
p���r YES NO
sueeoms mu4� Coutvca oa�Cnve! 3. Does ttispe�sodfum possess a skill notno=mally possessed by any av�rnt city employee?
YES NO
(Expltin all yes aoswers m separate sh¢et and atdch [o geen shcek)
IMIIASINGPROSLEM,ISSU&OPPORIVNISYMmA W�S��, Whert. WhS)_
1'he City recognizes a need to coordinaze the various GIS efforts already being undertaken in: PED, PW, LIEP, Water, Police, and TMS.
The vazious departments have spent assets with little overall consideration of citywide perspective. Moreover, other City depaztrnents
are planning to begin using GIS in the neaz future.
ADVANSAGES@APPROVED
The city will have a three (3) year plan to assure that GIS efforts resuk in useable information gathered and presented.
DISADVANTAGPSff APPROVED. g �Y �.�.� '�is � �4' [ d �
rt p
None :�.�5#.�� �'�z-�,��;,s..:r� < s=�.
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D15ADVAMAGESOFNOTAPPROVID �
The various depaztrnent efforts will result in a mix.of undesirably redundsntGIS systems, all unable to interact well with one another.
TOTALAMOUNlOFTRANSALTION 149789 cosrmeveNUeswceren�cmaeo�� xes No
Faxoavcsovnce 1999 budC,�et ncrrvrrvHn,�mea GL - 001 -06000 -0219
f'nvneicw.�ro�uunox �ecn�
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CI� �r" Sf��T PA�. 390 Ciry Hnll Te[ephane= 651-266-8510
NormColeman,Mayar ISWestKelloggBoulward Facsimile:651-228-8513
Saini Paul, MN 5510?
STAFF REPORT
Date: August 10, 1999
To: Mayor Norm Coleman
Council President Dan Bostrom
Councilmember Jay Benanav
Councilmember Jerry Blakey
Councilmember Christopher Coleman
Councilmember Michael Harris
Councilmember Kathy Lantry
Councilmember Jim Reiter
From: Mark Vander Schaaf
Geographic Information System Project Manager
Re: Saint Paul Geographic Information System Strategic Plan
Executive Summary
Mayor Coleman is recommending that $149,789 be allocated from the General Fund to
support the City in creating a three-year strategic plan for the future development of its
Geographic Information System (GIS) technologies. The strategic plan will outline out a
detailed inveshnent and organizational development program to guide Saint Paul in its
future use of GIS.
Benefits of the proposed plan and its implementation are:
Improved government efficiency and effectiveness resulting from expanded use of
GIS throughout City deparhnents and offices; this will enable the City to provide
faster, better public service at a lower cost;
Strengthened capacity of the City's community partners -- particularly community
development corporations and district councils -- which increasingly rely on data
from the City's GIS to assist them in fulfilling their missions; and
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Cost savings resulting from the coordination of Saint PauPs GIS development;
coordination will enable the City to avoid duplicative and incompatible GIS
applications, data, softwaze and hardware.
For a number of yeazs, some Saint Paul City departments and offices have used GIS
technologies to improve theu efficiency and effectiveness. Although GIS has been a
valuable tool in Saint Paul in the past, there are many barriers to maacimizing the benefits
of our GIS in the future. Consequently, Saint Paul now lags behind most communities of
our size in reaping the benefits of GIS.
In 1997, rivo grass-roots initiatives arose to explore ways to improve the City's GIS
tecl�nology. One initiative originated with community organizations which were
concerned about the difficulty of accessing City geographic data to help them fulfill their
missions, particularly relating to the development of affordable housing. A second
initiative involved City staff -- both from the administration and from City Council. Both
initiatives came to the same conclusion -- that the City's GIS development in the past has
been limited, uncoordinated, and not strategically targeted to support the highest City
priorities. Both also noted that many other ciries haue established well-coordinated GIS
programs, and that Saint Paul could benefit from the experience of others in improving its
GIS in the future.
Presented with these findings, Mayor Coleman in early 1999 appointed an executive-level
GIS Policy Board, again including City Council staff representation. The Board was
charged to recommend a process for determining the best approach to improving the level
of GIS investment and coordinarion in Saint PauL The GIS Policy Board met monthly
from April through June of 1999, and determined that the City should develop a detailed
three-year GIS strategic plan and cost justificarion. All relevant City departments and
offices will participate in the planning process during the fall of 1999. The process, as
proposed, would also involve key community pariners to deterxnine how the City's GIS
can most effectively integrate with their work.
To assist in the preparation of the plan, the GIS Policy Board further recommended that
Mark Vander Schaaf be appointed GIS Project Manager through the end of 1999, and that
assistance in plan development be provided by a partnership involving Human Resource
business consultants and Convergent Group, a systems integration firm specializing in
GIS and related technologies for municipal govemments and utilities. The recommended
General Fund allocation of $149,789 would pay for the involvement of Convergent Group
in the process.
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The following report provides additional details to expand on the above si.mimary.
Secrions of the report aze as follows:
• I. Definition of GIS (p.3)
• II. Nature of GIS Benefits (p. 3)
• III. GIS in Cities Similar to Saint Paul (pp. 4- 8)
• IV. History of GIS in Saint Paul (p. 9)
• V. Benefits Already Derived from GIS in Saint Paul (pp. 9- 14)
• VI. Barriers to Maxunizing Benefits from GIS in Saint Paul (pp. 14 - 16)
• VII. Community Iniriatives to Improve Saint Paul's GIS (pp. 16 - 19)
• VIII. City Staff Iniriative to Improve Saint Paul's GIS (p. 19)
• IX. GIS Policy Board Decisions and Recommendations (pp. 20 - 21)
• X. Fall 1999 GIS Strategic Planning Process (pp. 21 - 22)
In addition, the report contains three appendices:
• A. Saint Paul GIS Vision Statement (p. 23)
• B. Saint Paul GIS Policy Board Charter (pp. 24-25)
• C. Saint Paul GIS Advisory Group Charter (pp. 26-27)
I. Definition of GIS
The National Science Foundation, which created the National Center for Geographic
Information and Analysis in 1988, provided the following standard defmition of GIS: "A
geographic information system is a computerized data base management system for
capture, storage, retrieval, analysis, and display of spatial (locationally defined) data."
(quoted in William E. Hu�old, An Introduction to Urban Geographic Information
Systems [1991], p. 29) Although a GIS typically uses computerized mapping to display
information, this definition makes it clear that GIS extends faz beyond mapping to include
a variety of ways to access and analyze data, and use it for decision making and improving
service delivery.
II. Nature of GIS Benefits
Two types of benefits from GIS aze typically recognized: efficiency and effectiveness.
GIS improves efficiency by enabling employees to do more of their existing work with the
same or fewer resources. It improves effectiveness by creating tools to provide valuable
services that were not even possible without GIS. A well-designed City GIS therefore is
able to improve service to citizens substantially, both by reducing the cost of government,
and by providing better and faster service delivery.
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III. GIS in Cifies Similar to Saint Paul
Many cities haue used GIS much more than Saint Paul to bring about the benefits
described in Section II above. Cities often admired for their "best pracrice" GIS
operations include many communities similaz to Saint Paul, both in size and in
commiknent to high levels of public service -- cities such as Charlotte, Cincinnati,
Indianapolis, Louisville, Milwaukee, Mimieapolis, Phoenix, Portland (OR), and San
Diego. Without exception, all "best practice" GIS cities are chazacterized by
arrangements both to share GIS throughout the organization, and to coordinate such
sharing_ Without such coordination, many of the benefits of GIS are negated by other
inefficiencies.
Other chazacteristics that typify these cities include significant participation from most or
all major City offices. Most also have a working relationship or direct partnership with
their County. Also, the use of the Web as a medium for serving geographic data both
internally and externally is on the rise. Finally, although most cities don't have precise
figures for cost sauings, all report that GIS has helped improve staff productivity and has
aided in substantial improvements in City service delivery. Specific cost savings
attributable to GIS were reported by two cities: Indianapolis ($1 million annually) and
Portland ($9 million over a five-year period).
ChaYlotte, NC
City and County government are closely interiwined in Chazlotte, since the city of
Charlotte comprises over half of the county's land area, and 77 percent of its
population. Consequentiy, Mecklenburg County operates a GIS to serve both City
and County needs.
Chazlotte/Mecklenburg County's GIS has been designed to provide a wide variety
of data to the public, as well as to City and County agencies. Publicly-accessible
GIS data currently include a real estate system (property maps, zoning, building
footprints, and property t� values), voter information, a government services
locator, student assi informarion, and a park facility locator.
The next phase of Mecklenburg County's GIS project involves replacing detailed
information books for each County Commissioner District with a web-based map
and information server. The current practice involved producing a separate 50
page report on each of six commission districts that included demographic
information and locations of schools, pazks, government buildings and other
services. This is being replaced with a web-based map server (expected to come
online in September) capable of producing customized maps for all users. While,
no exact cost savings estimate was available, the reduction in printing costs alone
will be substantial and significantly less staff time will be involved. Furthermore,
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the quality and accuracy of the product will improve.
In honor of its GIS accompiishments, the Mecklenburg County GIS in 1999 was
granted the prestigious National Association of Counties Achievement Award.
Web site: http://www.co.mecklenburQnaus/coQis/
or http://maps.co.mecklenbur�naus
Contact: Tammy Dixon, (704) 336-6629
Cincinnati, OH
Cincinnati's GIS is operated by the Cincinnati Area Geographic Information
System Consortium (CAGIS), whose members include all City, County, local
utility, and other local jurisdictions in Hamilton County, OH. CAGIS emphasizes
using GIS to integrate a broad range of related information technologies to
improve the productivity of hundreds of employees in public safety,
environmental, service, building , housing, planning, and utility agencies.
Contact: Barbara Quinn, (513) 352-1641
Indianapolis, IN
The Geographic Information System at the City of IndianapolislMarion County
has been in existence since 1986. It began with the establishment of the
Indianapolis Mapping and Geographic Infrastructure System (IMAGIS) project.
Through a collabarative effort between various City and County agencies and local
utility companies, IMAGIS provided a common land base and aerial photography
for Marion County, Indiana.
In 1996, the GIS team was comprised of nine City of Indianapolis employees from
three major departments. The system represented a group of "power users" who
provided data services and hard copy map products to the various deparhnents. In
an effort to enhance the GIS, the City of Indianapolis set out to put the "power" of
the system in the hands of the deparhnental users. This decision not only provided
additional staffing and management for the City and County GIS; it also provided
an opportunity of getting GIS to the desktop.
Today there are more than 400 desktop users of IMAGIS. Indianapolis is still
aggressively developing new databases and tools using GIS. In coming years the
system will be used to manage snow plowing and lawn maintenance of city
properties. Capacity is being added to manage an "adopt-a-median" proj ect and
track wheel chair ramps on city sidewalks. Although the City has spent more than
$16 million on technology since 1986, the proj ect manager is confident they have
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recovered those costs in improved efficiency and productivity. He conservarively
estnnates the City saves an additional $1 million annually through the use of GIS.
In addirion to cost savings, the City provides much improved service to its citizens
and businesses, and the quality (and quantity) of work is higher.
Web Site: http://www.ci.indianapolis.in.us/tris
Contact: Dave Mockert, (317) 327-4663
Louisville, KY
The Louisville/Jefferson County Information Consortium (LOJIC) represents a
multi-agency effort to build and maintain a comprehensive GIS to serve all of
Louisville and 7efferson County, Kentucky. Present LOJIC participants include the
City of Louisville, Jefferson County, Louisville and Jefferson County
Metropolitan Sewer District, the Property Valuation Administrator and the
Louisville Water Company. All participants are sharing the cost and effort
involved in the fixll development and successful implementation of LOJIC.
Website: httn:/iwww.lo�c.org
Contact Curt Bynum, (502) 540-6121
Milwaukee, WI
Milwaukee is credited with being the first City to develop a strong GIS. Its
commitment to a Citywide GIS dates from the late 1970s when a commitment of
federal money helped the City digitize its base maps. Since then they have added
land use and tax information and sewer and water infrastructure locations.
Currently there are about 120 users throughout City Hall. The City shares data
with some community organizations but can only do so on CD ROM. While they
are interested in developing Internet map serving capabilities, they do not currently
have funding to do so. While no plans exist for major overalls in the near future,
staff is constantly maintaining high quality base maps and attribute information.
Because of Milwaukee's early start in this technology, cost savings took some
time to realize. No esrimate of cost sauings of using GIS is available but
according to one staff inember the reduction in technology costs coupled with
increased salaries suggests they are saving money using the GIS.
Contact Nancy Olson, GIS Manager, (414) 286-8710
Minneapolis, MN
Minneapolis is in the process of converting an existing and aging GIS that is used
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by about one-third of City departments. In addition to replacing the existing
system, access to the new enterprise data network is being expanded to a11 City
departments.
The replacement and expansion is happening in three phases: identification of
needs, system design and system deployment. They aze currently involved in
system design, specifically worlang on nine different web-based applications that
will serve 90 percent of the users. The remaining 10 percent will use more
powerful packages.
No overall cost savings estimate could be provided for Minneapolis. However, by
spending significant time identifying user needs and employing a"business-
process" model the city will save millions of dollars by reducing the number of
full software licenses from over a couple hundred to a couple dozen. Furthermore
by providing routine mapping and display funcrions on the desktop they hope to
cut down by three-fourths the 55,000 plots produced by the engineering
deparhnentevery year.
Contact: Gary Criter, (612) 673-2927
Phoenix, AZ
In 1988 the voters of Phoenix approved $3 million for an"automated mapping
system." By 1992 the City was ready to begin creating digital based maps of the
725 square mile uea, finislving in 1996. Today, the Phoenix GIS database
includes all pazcel lines, ownership and tax information, planning and zoning data,
water and sewer locations and even detailed aeriel photographs. The system is
used by almost 300 people throughout City government. Phoenix created its own
intranet map server for most casuai users while providing more powerfixl software
for more experienced staff.
The major focus of GIS staff is the continuous improvement in the quality and
accuracy of the data. Plans are also underway to add more infrastructure
information and improve the systems ability to route emergency and other city
vehicles. The City could not provide and estimate on the cost savings of their GIS.
However, City staff now have "one stop shopping" at their desktop, significantly
reducing staff time for projects using geographic information. Furthermore, the
quality of the information and service they can provided has improved
substantially.
Contact: Joel Mork, (602) 262-6028
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Portland, OR
Portland is a particulazly instructive example of a City that only recenfly learned
the hard way of its need to coardinate the GIS efforts of individual departments
and offices. With a strong bureau form of government, departments and offices in
Portland were independently investing in GIS technology during the late 1980s
and early 1990s. By the mid-1990s, City officials deternuned that there were
opportunities to save millions of dollars on GIS hardware, software, data, and
applications that were duplicative and/or contradictory. Consequenfly, staff
developed the vision of a"GIS Hub" that would integrate existing GIS resources
and create substantial economies of scale and service improvements. Now the GIS
Hub is being implemented in Portland as the centerpiece of its new approach to
GIS. The next phase of GIS Hub implementation in Portland is proj ected to yield
a net savings to the City of $9 million over the next five years.
Contact: Rick Schulte, (503) 823-5634
San Diego, CA
CsIS in San Diego operates through a unique organization, as a core function of the
San Diego Data Processing Corporation (SDDPC), a private, nonprofit corporation
owned by the City of San Diego. Formed in 1979, SDDPC provides a wide
variery of data services, but with GIS as its fundamental base technology.
The GIS component of SDDPC is known as SanGIS, a combined CitylCounty
GIS. San Diegds GIS dates from 1984, when the City and County began
cooperating on the Regional Urban Information System (RUIS), an integrated GIS
designed to meet the needs of all City and County activities that create or use
geographic information. Soon, RUIS became nationally prominent for its success
in meeting its goals of improving productivity; reducing costs; providing access to
accurate, timely information for decision making; and improving service to
citizens. In 1995 it received the Exemplary System in Government award from the
Urban and Regional Information Systems Association.
In 1997, SanGIS was created as a Joint Powers Agreement that formalized the
RUIS partnership. Today SanGIS supports a wide variety of applications, in
agencies responsible for public safety, planning and development, facilities
management, subdivision mapping, route management, and decision support and
analysis.
Web site: http://www.sangis.org/
Contact: Sandra Kourte (619) 702-0405
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IV. History of GIS in Saint Paul
The City of Saint Paul has gradually been building up its GIS capacity since 1985,
although with only minimal coordination. In 1985, the City's Public Works Department
began cooperating with Ramsey County to migrate data regarding the City's infrastructure
into GIS. In the early 1990s, the City's Real Estate Division and the Water Utility also
began using GIS for key operarions.
Until recently, however, GIS usage in Saint Paul remained limited in scope, due primarily
to the high cost of GIS technology. But in the late 1990s, the cost of GIS technology
declined substantially, due to steep drops in the cost of high-speed, lazge-memory
computing. Moreover, as of 1999, industry observers are identifying the advent of an
even more significant ixnprovement in GIS accessibility as GIS is starting to become an
intemet/intranet activity, creating even more possibilities for efficiencies.
As a result of recent and coming improvements in GIS technology, nearly all Saint Paul
City departments and offices have become or will soon become GIS users. Since 1995,
PED has become an established GIS user. LIEP and Police also have recently started
using GIS. Other departments/offices intending to adopt GIS soon include the Budget
Office, Citizen Service Office, City Council Research, Libraries, and Parks and
Recreation. Key partners of the City are also planning or investigating moves into GIS -
including the Port Authority, the Public Housing Agency, the School District, district
planning councils, and community development corporations.
Saint Paul's current situation makes it important to resolve the issue of GIS coordination
soon. We haue not yet reached the crisis that Portland confronted in the mid-1990s - of
needing to undo years of substantial incompatible investments in separate City
departments. By acting now to address the coordination issue, the City can auoid costly
future solutions to the problem.
V. Benefits Already Derived from GIS in Saint Paul
As discussed in the previous section, GIS provides substantial benefits in improving both
City efficiency and effectiveness. The following are specific examples of such benefits
which are already occurring due to GIS in Saint Paul:
1. Improved City Employee Productivity. First and foremost, GIS is a tool for
quickly accessing data about the City and about City departmental activities. The
following examples are of situations where GIS has made it possible for
employees in City deparhnents and offices currently using GIS to obtain and
analyze important data many times faster than would have been possible without
GIS:
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Affordable Single-Family Housing: During the City's housing policy
debate in late 1998, PED was asked by the Mayor's Office to put together
trend information regarding locarions of affordable housing in Saint Paul.
Using GIS, PED provided maps of 1991-1998 single-family housing value
changes for more than 50,000 sepazate parcels. This two-day project
would ha�e taken many months and several FTE staff to complete without
GIS.
Deployment of Crime Fighting Resources: Using GIS, Police reseazch staff
now provide unit commanders with timely information regarding types of
crimes and the frequency of their occurrence within each commander's
area of responsibility. Officers and community members now are able to
view maps containing such information. Based on these maps, scarce
resources can be targeted more effectively.
Property Owner Notification: One of the City's earliest GIS applications
was developed by the Real Estate Division many years ago to enable the
listing of properties within user-defined geographic boundaries. This
system allows relatively inexperienced operators anywhere in the City to
generate such lists as reports or labels in only a few minutes. Often, such
listings are made to fulfill legal requirements to notify property owners of
public hearings, ta�c changes, etc. Prior to GIS, such projects took up to
several weeks.
Minunizing Main Breaks: Water main breaks are of great concern to the
Water Utility. Not only is the loss of water (and revenue) an issue, but
damage to homec and subsequent lawsuits are frequent consequences of
such a break. In an effort to minimize main break occurrences, the Water
Utility has a policy to replace those mains that haue a history of failure.
All mains in the Residential Street Paving Project areas that meet certain
criteria are replaced. The selection of these mains is made using GIS
mapped data.
Identification of Redevelopment Opportunities: PED is currently working
on a project to identify redevelopment opporiunities on University Avenue.
Using GIS, basic property information for the whole length of the avenue
can be obtained, analyzed and mapped in 2-3 hours. A snnilar University
Avenue project in the early 1990s (pre-GIS) took one staff person several
weeks to pull together the same information.
Right of Way Permits: Public Works now uses GIS to set fees far permits
to dig up or obstruct street rights of way in Saint Paul. Fees are based on a
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variety of street characteristics stored in a GIS database. This GIS-based
pernutting program yields $800,000 annuaily in revenue for the City.
Before GIS, such pernutting fees were not feasible because relevant
information could not be gathered quickly enough.
Fire Hydrant Chazacteristics: The Water Utility provided a map to the Fire
Deparhnent depicting hydrants as to their potential amount of available
water (symbolized by cap color). Tlus is valuable information for Fire
personnel as they dispatch crews to particulaz sites, to assist them in
choosing the best hydrants to provide the water needed for fighting a
particular fire. Another map was provided to Public Works to indicate the
suitability of hydrants as sources of water to fill water trucks for such
activities as street sweeping and the watering of sod and bushes. These
maps were easily constructed in a few hours using GIS; without GIS, each
project would take several weeks.
Paving Sealcoaring Program: Using GIS, a Public Works intern can in two
days calculate the quantities of materials needed annually for the City's
paving sealcoating program. Previously, this task required two to three
weeks of work by a highly paid professional.
Zoning System: In the past, PED kept track of current zoning on mylar
maps which were inegularly updated and reproduced in paper notebooks at
great expense. Using GIS, PED now has an electronic zoning map that can
be instantly updated. In time, the City's zoning can be displayed over the
internet and accessed there by the public. GIS will also enable PED to
accelerate the flow of zoning information with LIEP.
Sewer Strip Maps: Priar to GIS, Public Works maintained information on
the sewer system in the medium of 3,500 linen maps. Information from
sewer maps is needed frequently - any time sewer work or permitting is
required. The laborious process of working with linen sewer maps has
been replaced by a sunple process of pulling scanned images up on the
computer. GIS has transformed routine operations that took ten minutes
each into operarions requiring less than a minute of work.
Saint Paul Renaissance Fund: Using GIS and a State database, PED can
now create a profile of employment patterns downtown, or far any selected
neighborhood, in less than a week. (Most of that time is spent cleaning up
the database; once the data are clean, the process takes only a few hours.)
In the 1980s, before GIS, PED used three interns and a budget of $10,000
to do a three-month survey of downtown employment. When the survey
was complete, it was still inflexible, since it counted only employees in the
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defined study area. The flexibility and speed provided by GIS in this
project have enabled PED to contribute significant information to Paul
Anton, consuitant to the River&ont Coxporation, to his work documenring
the expected economic impact of development in the Saint Paul on the
Mississippi area.
Water Qualiry: The Water Utility receives numerous comments regazding
water quality from customers throughout the distribution system. Using
GIS, these data aze mapped to determine if patterns of problems exist. The
information is useful for determining flushing priorities and designing
system enhancements.
Advertising Sign Study: In preparation for legislative hearings dealing
with advertising signs in Saint Paul, a database was created whereby
billboards and advertising benches could be readily plotted by type and
owner on a map of the city. This was done for a combined effort by
Council Research and PED. This GIS application proved usefixl when
analyzing the relationships of advertising signs to various Zoning,
Protected Use, Heritage Preservation, and Special Sign District areas.
Without GIS, the amount of time needed to perform such analysis would
have been so great as to make the project impossible.
Street Database: A GIS database containing a wide variety of street
attributes has been created by Public Works. For any street segment or
collection of segments, it is now possible to determine sewer separation,
street paving, street characteristics, and traffic count data. Such data, while
available before, was practically inaccessible prior to GIS.
Adult Entertainment Zoning: As part of a recent lawsuit regarding the
City's adult entertainment zoning ordinance, PED was required to map
locations eligible for adult uses. GIS speeded up this complex problem
which required consideration of several other zoning districts and several
other types of uses.
Infrastructure Integration: Public Works is coordinating a process to create
GIS layers of all infrastructure facilities in Saint Paul - including facilities
managed by the Sewer Utility, Traffic and Lighting, the Water Utility, US
West, N5P Electric, NSP Gas, District Energy, and numerous other
entities. This process implements a 1997 City ordinance which requires
that such data be made available to the City.
Baseball Site Information: When the opportunity arose to make Saint Paul
the new home for the Minnesota Twins, PED was directed to map and
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provide parcellevel information about potential sites for a ballpark. With
GIS, it was possible to fulfill this assignment in a matter of days. Without
GIS, the same staff would have needed weeks to do the same work.
2. Fulfillment of Requirements Imposed by Outside Funders and Governmental
Agencies. Because GIS is becoming a standard tooi for government business,
outside funders and regulators aze begllming to design programs and requirements
around the expectation that GIS is being used. Examples:
Single Accountable Authority for Ciry Data: The State Data Practices Law
mandates that the City designate a single parry to exercise overall
responsibility for the maintenance and dissemination of City data. This
law, which is more than rivelve years old, means that the City must now
upgrade its system to ensure the accessibility of its eleclronic geographic
data.
Local Update of Census Addresses: Earlier this yeaz, Saint Paul was given
the opportunity to review the Census Bureau's database of housing
addresses in the city. Although our work was seriously hampered by a
flaw in the City's cunent GIS, we were able to identify 1,099 housing units
that the Census Bureau had missed. This translates into 2,900 people,
worth approximately $5 million in federal funding over a ten-year period.
Without GIS, we would not have been able to complete this task in the
allotted rime.
Lead Sampling: The Water Utility is directed by the Lead and Copper Rule
under the Safe Drinking Water Act to replace or "test out" as meeting
minimum requirements seven percent of the system's lead water services
each year (approximately 1,500). GIS is used to identify potential lead
testing sites, construct maps, and produce mailing lists to notify person's
whose property will be tested.
Transportation Planning: Planners for the Metropolitan Aixports
Commission are now instructing local communities to provide them with
local area data in standard GIS export files, and to identify a point of
contact that can assist with future inquiries about GIS and land use issues.
3. Improved Pr•oductivity of City Partners. Not only is the City itself increasin�y
using GIS as a tool to increase productivity, so are many of our key extemal
pariners. In each of the following cases, improved access to City data is needed by
our partners in order for them to fulfill their missions more effectively.
Community Development Corporations: CDCs have a special interest in
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using GIS as a tool to identify potential housing and business development
sites. Dayton's Bluff Neighborhood Housing Service has engaged in
several pilot projects to use GIS for these purposes. CDCs aze also
exploring the use of GIS to identify housing that is likely to become
abandoned unless intervention occurs. The Hamline-Midway Area
Rehabilitation Corporation (H-MARC) has implemented such a
"Neighborhood Early Warning System" (NEWS) pilot project.
District Plamaing Councils: Plamiing Districts are beginning to use GIS to
better fight neighborhood crime. The Hamline-Midway Coalition has
pioneered in the arena of neighborhood crime mapping.
Local Colleges and Universities: Local colleges and universities are
adopting GIS as a major tool in their efforts to engage in community-
oriented "service learning" projects. At least four local institutions now
haue strong GIS programs: the University of Minnesota, University of St.
Thomas, Macalester College, and Hamline University. In January of 1998,
George Latimer met with then-Deputy Mayor Tom Fabel to explain that
improvements in the City's GIS, and the sharing of GIS data with
Macalester, would be a crucial contributar to Macalester's ability to engage
in Saint Paul-specific action research.
Design Center: The Design Center has commissioned the creation of a
three-dimensional digital model of the downtown/riverfront area. This
model is expected to be of great value in attracting new development and
in ensuring that new projects fit the standards of the Saint Paul on the
Mississippi Development Framework. The Design Center also intends to
incorporate data from the City's GIS into this model, which will increase
its effectiveness as a development tool.
VI. Barriers to Maximizing Benefits of GIS in Saint Paul
A premise of the proposed GIS strategy is that the benefits of GIS can be blocked or
negated by a variety of barriers. City staff have identified the following as serious bamers
which together threaten Saint Paul's GIS benefits:
Duplicative Maps and Databases. When individual departments and offices
develop their own GIS programs, several departments may end up obtaining
virtually the same electronic base maps and data. Significant efficiencies could be
achieved by sharing common base maps and data. One of the City's costliest past
mistakes in this azena is its "City Address File." More than five deparrinents and
offices have each tried to develop a list of a11 addresses in the City. Although each
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departmenYs need is slightly different, a single core address file is the efficient
solution to this problem.
2. Incompatible Software, Maps and Databases. Related to the previously-discussed
barrier is the fact that uncoordinated GIS development results in data that cannot
inexpensively be shazed among City departments and offices - either because
different softwazes are used, or because the maps and data area developed
according to different standazds. This problem too has surfaced with the City
Address File - each of the City's existing files is partially inaccurate and
incomplete, making it unpossible to sunply merge the mulriple files into a single
file. Problems are also surfacing with maps that don't line up with one another.
Sometimes the misaligxunent can be as great as a city block, making it impossible
to bring data from one map into another map.
3. Transition Costs. Although there are inefficiencies in the City's current GIS, there
would also be costs associated with a transition to a more efficient system. Such
costs could include the replacement of old software and databases, as well as staff
re-training. In the case of databases, it may also be necessary to design translation
systems to enable comparison of data in redesigned databases with older data.
4. Costly GIS Hardware, Software and Data. Up until recently, GIS required a
costly high-speed computer, costly softwaze installed on each computer using GIS,
and data typically stored on each computer's hard drive. Cost savings will be
possible as the industry standard evolves toward an intranet GIS, where hardwaze,
software and data costs can be concentrated at the point of the server.
5. Confinement of GIS to the Experts. In the City of Saint Paul, as in many other
organizations, only a few trained experts could merit the costly and complicated
hardware, software and data associated with GIS. This meant that GIS could only
be used as a tool in high-profile projecta The evolution of GIS toward the internet
creates the opportunity to design a variety of simple GIS applicarions, customized
to enable all City workers -- as well as City partners and the wider public -- to
access quickly the kind of data they need.
6. Lack of Central Support Resources. Currently, Saint Paul's GIS is concentrated in
the hands of a few staff in several departments using GIS. At the same time that
this situation limits access to GIS by most staff, it also prevents the City from
realizing the benefits of core GIS functions in a central organizational unit. In may
ways, GIS performs best when it is designed as a utility - e.g., as analogous to
electricity. Currently, the City's sihxation is as if each department were generating
its own electricity and also confining electrical appliances to the few electricity
producers; instead, there should be a single producer of electricity, but appliances
for everyone who needs them. 7ust so, there should be a single entity responsible
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for core GIS functions, but customized GIS applications for all staff who need
them, as well as for key community partners.
Inertia of Work Culture. Ultimately, GIS is not prunarily about hardware,
soflware, applications and databases; instead, it is about using these tools to work
in more productive ways. Therefore, an unportant banier is the challenge of
learniug to work in new and different ways. For Saint Paul to improve its GIS, it
must balance technological development with organizational development.
8. Lack of GIS.Iob Descriptions. The City's job classification system has not kept up
with the e�cpansion of GIS responsibilities. New hybrid tifles and job descriptions
are needed to bring staff GIS activities into greater convergence.
9. Lack of Staff Consensus on GIS Details. As explained in Section VIII below, City
staff have reached a consensus on the need to coordinate Saint Paul's GIS.
However, there is no consensus regarding some important technical GIS issues -
e.g., what type of hardware and software packages will best serve the City's
coordinated GIS, and what type of organizational structure can best serve the
City's GIS needs. A process is needed to work through these issues to a desirable
solution.
VII. Community Initiatives to Improve Saint PauPs GIS
In 1997, a series of community initiatives were launched to improve Saint PauPs GIS,
particularly as a support for housing development. Rive interrelated initiatives
progressively advanced the housing-related GIS agenda in the community, and helped to
shape Saint Paul City staff commihnent to developing a coordinated GIS. The five
initiatives are described below:
1. Rondo Community Land Trust Study, "Accessing Housing Data in Saint Paul and
Ramsey County, Minnesota," prepared by Stephanie Keltner, November 1997
This study stemmed from growing demands to provide affordable housing and to
expand housing choices for low-income residents. The study was initiated by the
Rondo Community Land Trust, in partnership with the Suminit-University and
Lexington-Hamline Housing Working Group, and the Neighborhood Planning for
Community Revitalization progam of the University of Minnesota. The goal of
the study was to find more efficient ways to gather housing data from the City and
the County to support neighborhood housing development efforts.
The study concluded that current systems do not permit community groups "to
efficiently collect public data in order to assess and strategically plan
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neighborhood development efforts and to relay this information back to public
staff and funders." It fiirther recommended that "a coalition composed of
numerous housing organizations should tazget policymakers to alert them to the
unportance of neighborhood-level data access."
2. Macalester College Urban Studies Program
At about the same time the Rondo Community Land Trust paper was released,
former Saint Paul Mayor George Latimer was initiating a process to strengthen
Macalester College's community outreach programs. One priority of Latirner's
efforts was in the realm of "service learning" wherein professors and students
would wark with neighborhood groups on community development projects.
The Macalester experience was similar to that reported in the Rondo paper, but
with an additional twist. By 1997, several Macalester classes were using GIS
sofrivare for their projects, and were making efforts to use that technology in
service of Saint Paul neighborhoods. Data in a GIS format were even more
difficult to obtain. These experiences led Latimer to meet with then-Deputy
Mayor Tom Fabel in January of 1998 and urge him to support improvements in
the City's GIS.
Local Initiatives Support Corporation Study, "Data for the People: St. Pa'ul and
Integrated Property Informatian, "Prepared by Nicole Blumner, August, 1998
In the sutmner of 1998, the Twin Cities office of the Local Initiatives Support
Corporation (LISC) parinered with the National Congress for Community
Economic Development to sponsor a research project which essenrially expanded
the scope of the 1997 Rondo study. The purpose of the LISC study was to
determine what kinds of housing data and information systems are needed for
Saint PauPs community development organizations to do their work most
effectively.
The LISC study involved staff from eight Saint Paul community development
coxporations, agency staff from Ramsey County and the City of Saint Paul,
community development support organizations, and public policy faculty and
students at the University of Minnesota's Aumphrey Institute. The study also
interviewed and corresponded with "best practice" agencies around the counhy
regarding issues of data access and possible system models.
The LISC study's recommendations addressed a variety of short-term and long-
term issues, but concluded that a user-friendly, Web-based, integrated property
information database should be created. The database should be made available to
the general public, and designed in such a way as to ensure that the kinds of data
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needed by CDCs aze a part of it. Ideally, the study concluded, this system should
be linked to Saint Paul's GIS as it develaps.
4. Neighborhood Planning for Community Revitaliaation Project: "Saint Pau1
Community GIS, "Fa111998 - Summer 1999
One of the partners assisting with community GIS initiatives in late 1997 and early
1998 was the Neighborhood Plauiung for Community Revitalization (NPCR)
program at the University of Minnesota's Center for Urban and Regional Affairs
(CURA). In eazly 1998, NPCR put together a collaboration to apply far a federal
grant to fund the "Promoting Saint Paul Community Development Data Access"
project. The collaboration involved the Rondo Community Land Trust, Dayton's
Bluff Neighborhood Housing Services, and the Summit University Planning
Council, as well as the City, LISC, the Urban Coalition, and the Saint Paul
Coalition for Community Development.
Although this proposal was unsuccessful in obtaining federal funding, CURA
determined that the project was so unportant that it would sponsor it entirely with
university funding. Consequently, in the fall of 1998, two graduate student
researchers began working with a representative Saint Paul community
development corporation (Dayton's Bluff NHS), and a representative planning
district (Hamline-Midway) to explore a variety of practical ways to use GIS as a
tool for each organization better to fulfill its mission. Based on insights gained
from these pilot projects, a set of recommendations were also generated regarding
community access to GIS in the future. Specific recommendations were:
• Appoint a coordinator to direct and facilitate distribution of City data for
use by community based planning and development organizations
• Develop a neighbarhood responsive GIS to more efficiently provide public
data, particularly housing data, to support District Council and CDC
strategic decisions, program development and evaluation
� Adopt policies for the documentation and distribution of data far use by
District Councils and CDCs
• Develop a data handbook to reference data sources and applications for
community based organizations
• Use the Intemet/Intranet to provide access to data and applications
• Increase data and GIS capacity and resources of community-based
organizarions, in part to be met through continued involvement of the
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University of Minnesota's Center for Urban and Regional Affairs, and the
Science Museum of Minuesota's Map Lab
5. Neighborhood Early Warning System (NEYYS) Pilot Project, Fall 1998 - Summer
1999
In the fall of 1998, the Hamline-Midway Area Rehabilitation Corporation (H-
MARC), with the assistance of a University of St. Thomas student supported by
the Universaty of Minnesota's Neighborhood Plamiiug for Community
Revitalization program, conducted a feasibility study for an'Barly Wazning
System" to support strategic housing revitalization plamiing. A prototype was
designed and assembled and found to help target housing and redevelopment
efforts effecrively. The student is continuing to work with H-MARC to acquire
requisite data on an ongoing basis from the City of Saint Paul and Ramsey County,
and increase the capacity of the organization to maintain and analyze the data to
target housing efforts and evaluate results. This innovative project will
demonstrate the value of providing information to CDCs responsible for carrying
out city housing improvement and redevelopment efforts. The project will be
completed by the end of August, 1999.
VIIL City Staff Initiative to Improve Saint PauPs GIS
At the same time that community initiatives were arising to improve the City's GIS, mid-
level City GIS users and technical staff also began addressing this issue. Recognizing the
need to begin coordinating future GIS development and addressing the barriers identified
in the previous section, the Department of Technology and Management Services
convened a GIS Special Interest Group (SIG) which began meeting monthly in December
of 1997. This group, consisting of staff from seven City departments and offices, reached
a consensus regarding the need to coordinate future GIS development in the City. But it
also recognized a need for the user/technical consensus to translate into an executive-level
commitment.
Consequently, in late 1998, the GIS SIG helped with an iniriative to bring in a systems
integration firm, Convergent Group, for a three-day assessment of the City's GIS. This
firm, with 250 employees, is one of two nationally-recognized large consulting firms
specializing in GIS and related technologies for the wide range of municipal government
activities. PED funded the assessment, which was performed in November of 1998, and
then reported in a presentation to the City's Department and Office Directors.
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IX. GI5 Policy Board Decisions and Recommendations
The November 1998 Convergent Group assessment of the City's GIS thus was the
culmination of a yeaz of prior GIS discussions by both City staff and community
organizarions. This assessment noted on the plus side that Saint Paul has already invested
in a number of key technologies and databases needed for future GIS development.
However, the assessment identified the City's greatest wealrness as its lack of
organizational prepazedness for the coming proliferation of GIS in the City, and for the
growing community need for information provided through GIS. One key
recommendation was that an executive-level GIS Policy Boazd be established to guide the
City's future GIS development.
Based on the Convergent Group recommendation, Mayar Coleman appointed members to
a GIS Policy Board in March of 1999. The Board was charged to set the City on a path to
developing an"enterprise" GIS -- that is, a GIS with an appropriate level of sharing of
hazdware, soflware, applicafions and data throughout the entire City organization (the
enterprise), in order to masimize the efficiency and effectiveness benefits which GIS
promises. Deputy Mayor Susan Kimberly was appointed chair of the Policy Board, Water
Utility Director Bernie,Bullert vice chair, and Mark Vander Schaaf from PED was
assigned to staffthe boazd.
On April 1, 1999 the GIS Policy Board began its work with a one-day workshop.
Convergent Group was again brought in to conduct the workshop. In monthly meetings
extending through June, the Policy Board adopted a Saint Paul GIS Vision Statement, and
charters for both the Policy Board and a user/technical Advisory Crroup, formerly the
Special Interest Group. (See Appendices A- C, pp. 23-27, for these documents.) Finally,
the Policy Boazd also reached a consensus to prepare a three-year GIS inveshnent and
organizational strategy in a fa111999 process.
The fall 1999 strategic planning process is intended to provide sufficient direction to
identify needed foundational GIS investments in the 2000 budget, as well as to create any
needed organizarional structures to guide Saint Paul's GIS in the fizture. All key City
depariments and offices will be involved, providing the City with a complete roadmap for
the coordinated development of the City's GIS during the 2000-2002 period.
The Board noted that it is important to begin detailing the City's GIS strategy soon. The
GIS issue has already been studied intensively for two years by City staff (administration
and City Council) and by the community. All discussions have highlighted the
importance of coordinated GIS development in Saint Paul, and the need to act soon before
growing demands and technological changes overwhelm our ability to make good
decisions.
Finally, the Policy Board agreed that Mark Vander Schaaf should function as project
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manager for the strategy through the end of 1999, and that consulting assistance should be
provided by both Convergent Group, and the City's Human Resources business
consultants (Lee Ann Turchin and Steve Cvinaz). Convergent Group would be directed to
provide advice regazding technical issues in particular, as well as insights from GIS "best
practices" from other municipalities. Also, Convergent Group would provide a detailed
cost justification for the inveshnent and organizational development strategy which the
City adopts. Human Resources would focus on the organizational component of the
strategy, and would take major responsibility for an implementation plan that will follow
the completion of the strategic plan. Details regarding the intended process aze found in
the following secrion (Fall 1999 GIS Strategic Planning Process).
The Policy Boazd recommended retaining Convergent Group for several reasons:
Convergent Group, with 250 employees, is the largest U.S. consulting firm
specializing in GIS and related technologies for municipal governments.
Interviews by Mark Vander Schaaf with GIS staff in three communities which
have worked extensively with Convergent Group yielded very strong
recommendations. The three communities interviewed were Portland (OR),
Charlotte/Mecklenburg County (NC), and Indianapolis. All three are regarded as
"best practice" GIS communities.
Convergent Group worked effectively with City of Saint Paul staff on two
occasions - in November 1998, and again in April of 1999; thus, Convergent
Group already has significant understanding of Saint Paul's work culture and its
GIS capabilities.
The approach of Convergent Group to GIS issues emphasizes the priority of
business processes overtechnology.
Convergent Group has substanrial skills and experience in cost estimation and cost
justification analysis.
X. Fall 1499 GIS Strategic Planning Process
The proposed GIS strategic planning process for Saint Paul would begin in mid-
September and involve most major City departments and offices. Convergent Group and
Huxnan Resources business consultants would engage in a thorough analysis of cunent
City work processes that involve the geographic information, focusing on mapping and
records management acrivities. The analysis will also include an examination of the needs
of partner organizations in the community to access the City's GIS. Based on this
analysis, Convergent Group will recommend the set of GIS investments that can do the
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most to sa�e City costs and improve City efficiency relative to the current ways of using
geographic information. To assist the GIS Policy Boazd, the Mayor, and the City Council
in dete*�ining the City's tl�ree-yeaz GIS investment plan, Convergent Group will also
present and analyze altemative, less costly GIS investment scenarios. The recommended
investment plan wili be supported by a rigorous cost justification analysis, which can also
be applied through a"what if' querying process to a variety of alternative GIS inveshnent
scenarios as weli.
While Convergent Group will focus on recommending the set of GIS investments that can
best pay off for the City and its partners, the City's Human Resources consultants will
develop complementary arganizational development recommendations for the City's GIS.
Decisions will be needed regarding such issues as where GIS is to be housed in Saint
Paul, whether the City should seek to consolidate GIS functions with the County and/or
other external partners, how the City's GIS should interface with community
organizations and the broader public, what staffing changes are needed to manage GIS
effectively in the future, and how City staff will need to be trained to make the best use of
the City's GIS inveshnents.
Both components of the fall GIS strategic plan will be completed in time to include
specific funding recommendations in the 2000 budget. On December 1, 1999, the
recommended three-year GIS strategic plan will be presented to City Council.
Convergent Group staff will assist with the presentation to City Council, and will also be
available for individual briefings to Councilmembers that day.
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APPENDIX A
Saint Paul GIS Vision Statement
Approved by GIS Policy Board, Apri122, 1999
Preamble
Many of the City's information bases are spatial, focusing on chazacteristics of property
and infrastructure, conditions in neighborhoods and other subazeas, and events and actions
that occur in particular places. Such information is therefore a strategic asset that must be
managed wisely. New Czeographic Information System (GIS)' technologies hold the
potential for greatly improving the management of the City's spatial information. In ordei
to realize the full benefits of GIS technologies, the City hereby establishes a GIS Vision
and a GIS Policy Board to guide the implementation of that Vision.
Vision
Saint PauPs Geographic Information System (GIS) will be an effective enterprisewide
resource that will serve as the foundation for integrating all sparially-related City
information technologies. The City will design its GIS and educate users to support the
high-priority business processes of each City department and office, in order to reduce
City costs, improve customer service, and masimize the productivity of a workforce with
increasing tecl�nological skills. In creating and managing its GIS, the City will quickly
adopt leading technologies and proven best-practices, and will cooperate with other
organizations where such cooperation demonstrably benefits the City.
Footnotes added by staff:
1 Definition of Geographic Information System: "A geographic information system is a
computerized data base management system for capture, storage, retrieval, analysis, and display
of spatial (locationally defined) data." (National Science Foundation definition used in creating
the National Center for Geographic Information and Analysis; cited in William E. Hiixhold, An
Introduction to Urban Geographic Information Systems, p. 29)
Z An "enterprisewide" GIS is designed to serve a collection of departments and offices
within a larger "enterprise." In our case, Saint Paul City government is the enterprise.
3 Examples of other spatially-related information technologies in the City could include
complaint systems, permitting systems, facilities management systems, computer assisted design.
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,.������►: :
Saint Paul GIS Policy Board Charter
Approved by GIS Policy Boazd, May 20, 1999
Policy Board Vision
The GIS Policy Board is a group of City execurives and managers whose function
is to provide executive level guidance during and beyond the implementation of
the City's enterprisewide GTS, which includes assisting with decisions related to
the budget, project priorities, management issues, communications, and giving a
highly-visible level of executive support to GIS.
Policy Board Missions
Set enterprisewide GIS priorities for the City of Saint Paul.
2. Create a GIS Strategic Plan for the Yeaz 2000 and beyond, to guide the efficient
and effective utilization of GIS throughout the enterprise.
Assist in the development and ongoing revision of applicable policies, standards,
and procedures.
4. Resolve organizational issues.
5. Develop and recommend an ongoing budgeting/cost recovery methodology for
GIS across the enterprise, based on a careful analysis of the expected return on
GIS investments.
6. Participate in allocating and committing resources to a program of enterprisewide
GIS projects.
7. Review and recommend, as appropriate, unanticipated budget item requests not
previously programmed in the GIS Strategic Plan.
8. Educate other executives, users, partners and stakeholders about the GIS Program,
and promote its ongoing progress.
9. Review the progress of the GIS Program on a periodic basis to ensure it is on
schedule and within budget, and that it contributes to the City's overall goals and
success.
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10. Support and look for ways to create and foster a closer working relationship with
potential extemal partners, and support initiatives to shaze GIS data publicly, using
appropriate media.
ll. Monitor and encourage reseazch into current and emerging technologies.
Composition of Poliey Board
• Susan Kimberly - Deputy Mayor, Chair
• Bernie Bullert - Water Utility, Vice Chair
• Tom Eggum - Public Works
• Chief Bill Finney - Police
• Chief Tim Fuller - Fire and Emergency Services
• Peter Hames - Technology and Management Services
• Bob Kessler - License, Inspection and Environmental Protection
• Fred Owusu - Citizens Service Office
• Joe Reid - Budget Director
• Gerry Strathman - City Council Research
• Brian Sweeney - Planning and Economic Development
• Vic Wittgenstein - Parks and Recreation
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APPENDIX C
Saint Paul GIS Advisory Group Charter
Approved by GIS Policy Boazd, June 17, 1999
Advisory Group Vision
The GIS Advisory Group is a group of City GIS users and technical staff whose
function is to provide advice and recommendations to the GIS Policy Board during
and beyond the implementation of the City's enterprisewide GIS, which includes
assisting with decisions related to the budget, project priorities, management
issues, communications, and generating user- and technical-level capacity to use
GIS effectively.
Advisory Group Missions
1. Respond to requests by the Policy Board to assist it with the missions identified in
its charter.
2. Initiate proposals for the Policy Board to consider.
3. Adopt and promulgate technical standazds and procedures consistent with the
enterprisewide GIS policy framework established by the Policy Board.
4. Stimulate GIS user- and technical-level staff to pursue professional development
and training which incorporates best practice GIS technologies.
5. Exercise leadership to:
� improve awareness of GIS throughout the City; and
� identify needs of individual departments and offices that can be met by
improvements in each deparhnent's GIS as well as the City's
enteiprisewide GIS.
Composition and Procedures ofAdvisory Group
Each City department and office has the right to appoint at least one, and no more
than three, representafives to the GIS Advisory Group.
Interested parties who are not appointed representatives to the GIS Advisory
Group may attend Advisory Group meetings as observers.
Advisory Group decisions will be reached by consensus; when necessary, staff
will report to the Policy Board on issues of disagreement within the Advisory
Group that will not be evident in consensus decisions.
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The manager of the GIS Program will serve both as chair of the GIS Advisory
Group and staff to the GIS Policy Board.
_27_
Interdepartmental Memorandum
CITY OF SAINT PAUL
To: Nancy Anderson
Council Reseazch
310 City Hall
From: Bob Novak ��
Real Estate Division
140 City Ha11
Date:
�y, � � •:
�_.��`�jecEY;
August 5, 1999
Cou!�c� r�asearch Ce9f�r
i ; '� ; r ; r e
� ��'�'�' y . ��� y� /���� µ.
�..,�....ifr��LM1X4�������Qi��� �7ry��r������L1
I have reviewed the Ramsey County Assessors recommendation for this reduction in assessed
valuation for the above referenced abatement, and I concur with the assessor's determination and
recommend that the City Council approve this reduction. A Tax Court petition was approved for this
property, however it was not entered into the computer. This reduction corrects this error.
The City's lost revenue due to this reduction is $6,784. for the 1998 payable 1999 taxes.
If you should have any questions please call me at 6-8850.
Department of Finance & Management Services
Real Estate Division 140 City Hall
TeZephone 266-8850 Fax 266-8855
Qq ,���
S
(a�99-1144)
�
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Property Records and $evenne
Valuation Division
720 Government Center West
50 West Kellogg Boulevard
St. Paul, h1N 55102-1696
July 29, 1999
Mr. Fred Owusu
St. Paul City Clerk
15 West Kellogg Boulevard Rm 170
St. Paui, MN 55102
Subject: Abatement Application: AX99-1144
Pin # 31-29-22-23-0030-1/555 Park Street
Dear Mr. Owusu:
RECEIVE€3
t JL � � 1999
�F4L �STATE DtVISION
Fax:651-266-217i
TDD#: 651-266-2170
The above application has been filed with the County Assessor for reduction in assessed
valuation.
The applicant states that such a reduction is warranted because a petition settlement was
agreed to on the payable 1999 tax but a clerical error prevented the updating of the records to
reflect this.
The County Assessor has recommended the following changes for taxes assessed in
1998 and payable in 1999:
Oriqinal
Market Value Tax-Capacity
$ 2,652,000 $ 91,245
Penalty, Interest, & Cost
$0 $0 �0
Ad Valorem Tax
$ 139,764.48
Market Value
S 2,200,000
G � $�3
Tax Capacity
� 75,426
Penalty, Interest & Cost
�a0 $0 $0
Ad Valorem Tax
S 115,533.72
Proposed
Minnesota's First Home Enle Commty
pnn:ed un ve yclM paper mt� s mmimum of IOS postmnsumer mntent
qq'
Minnesota Statute 375.192 provides that where the reduction of taxes, costs, penalties,
and interest exceeds $10,000, the city or town and school district where the property is
located may request a hearing before the Commissioner of Revenue to object to the
reduction. If your politicai subdivision desires a hearing on this appiication, please send
your request to me within 20 days. You may cali me at 266-2106 if you wish further
information.
If I receive no request for a hearing within 20 days, the application will be approved with
the Assessor's recommendation.
Sincerely,
/l��P�,1,.��
Richard M. Simmer, S.A.M.A.
Supervisor Appraisal Services
Valuations Division
�or
Brian M. Ducklow, S.A.M.A.
Ramsey County Assessor
/did
cc: Dorothy McClung
Dave Nelson (140 City Hall)
Brian Ducklow
Interdepartmental Memorandum
CITY OF SAINT PAUL
To: Nancy Anderson
Council Reseazch
310 City Hall
From: Bob Novak ►'
Real Estate Division
140 Ciry Ha11
Date:
�l�e���
August 5, 1999
COIt?SC47 P@��fGh ���i48C
,.. .. .. � .,
I have reviewed the Ramsey Counry Assessors recommendation for this reduction in assessed
valuation for the above referenced abatement, and I concur with the assessor's deternunation and
recommend that the City Council approve this reduction. This apartment was reclassified as low
income thus qualifying for a reduced tas rate justifying this reduction in assessed valuation.
The City's lost revenue due to this reduction is $2,887. for the 1998 payable 1999 taxes.
If you should have any questions please call me at 6-8850.
Department of Finance & Management Services
Real Estate Division 140 Gity Hall
Telephone 266-8850 Fax 266-8855
q q.�� 3
(ax99-1097)
. �
RnMSEv
Property Records and�,evenue
Valuatioa Di��sion
"r20 Governmert Center West
50 West Kellogg Boulevard
St. Paul, MN 55102-1696
July 12, 1999
Mr. Fred Owusu
St. Paul City Glerk
15 West Kellogg Boulevard Rm 170
St. Paul, MN 55102
Subject: Abatement Application: AX99-1097
Pin # 35-29-22-32-0047-9/409 Van Dyke Street
Dear Mr. Owusu:
�q����
Fax: 651-26E2177
'I'DDk: 651-266-2170
���F/VF
��� Z 4
R� fSTqTFDIV���9
The above application has been filed with the County Assessor for reclassification to low-
income housing.
The applicant states that such a reclassification is warranted because this en#ire apartment
building qualifies as low-income housing and thus is taxed at a much lower rate.
The County Assessor has recommended the foilowing changes for taxes assessed in
1998 and payable in 1999:
Oriqinal
Market Value
$ 472,500
Proposed
Tax Capacity Market Value Tax Capacity
$ 11,404 � 472,500 � 4,725
Penaity, Interest, & Cost
�0 a0 $0
Ad Valorem Tax
$ 17,607.78
Penalty, interest & Cost
$0 $0 �0
Ad Vaforem Tax
� 7.295.40
�ECEt�! ��
��L 191999
; ;3 i Y CLERK
biinnesota's First Home xale County
printeA on reqcied Daper with a mtmmum of IO%postconsumer mnt=nt
��
�� Minnesota Statute 375.192 provides that where the reduction of taxes, costs, penalties,
and interest exceeds $10,000, the city or town and school district where the property is
located may request a hearing before the Commissioner of Revenue to object to the
reduction. If your politicai subdivision desires a hearing on this application, please send
your request to me within 20 days. You may call me at 266-2106 if you wish further
information.
If I receive no request for a hearing within 20 days, the application will be approved with
the Assessor's recommendation.
Sincerely,
�,.�,�L,. �l � ..�-
Richard M. Simmer, S.A.M.A.
Supervisor Appraisai Services
Valuations Division
For
Brian M. Ducklow, S.A.M.A.
Ramsey County Assessor
/did
cc: Dorothy McClung
Dave Nelson (140 City Hall)
Brian Ducklow
�
ag ��'��
POLICY SESSION
Geographic Information Systems (GIS)
I. Why decision-makers should care about GIS
- George Latimer
II. GIS demonstration
- Tom Bushey, Environmental Systems Research Institute (ESRI)
III. The importance of GIS to municipalities
- Will Craig, Professor of Geography, University of Minnesota
IV. The importance of GIS to community organizations
- Greg Finzell, Rondo Community Land Trust
V. The City of Saint Paul's strategic plan for GIS
- Mark Vander Schaaf, Planner,
Saint Paul Department of Planning and Economic Development
VI. GIS budget considerations
- Joe Reid, Director, Saint Paul Office of Financial Sezvices
VII. Public comment
VIII. Council discussion
-813
Finding Entrepreneurial Solutions
Riverside Coun� 's
. Y.
Geo ra h�c Informa��on
_g � _
�ts Costs,
R�venue
By Pat Egetter
've been accused of running a private
corporation in the County of Riverside.
There's more than a grain of truth in
that assertion. During the past six
years, I had to beeome entrepreneurial
to keep our agency funetioning as we
struggled through the erash in Southern
California's real estate market and the aeeom-
panying recession.
In the mid- to late-1980s, our 7,300-
square-mile county eacperienced phenomena]
growth. Three new cities sprang up almost
overnight. In one year, we added 5Q000 new
parcela to our database, which today totals
more than 719,000 parcel assessments.
Just as everyone at our agency was
gearing up for continued growth, the bottom
fell out of our economy, and county
developmenbrelated income plummeted.
Between layoffs and attrition, we had to
downsize the Information Resources and
Geographic Information System (GIS)
Division by about 50 percent. I had major
concerns about whether we eould keep our
doors open and continue to provide services
and information.
GIS senior staff brainstorxned about how
to reduce costs and generate outside revenue
and came up with two major proposals. First,
we believed that we could save the covnty a
great deal of money and effort if we developed
an application that combined the county-wide
common pareel database with tabular data—
The County oj Riverside has
developed a thriving multi-
department enterpr�ise geographie
informationsystem (GIS), despit.e
erippling layoffs and budget belt-
tightening. Out of necessity,
Willia�nP. (Pat) Egetter, deputy
directar of the Information
Resoa�rces Divisio7a forRiverside
County's Transpm�tation and
L and Management Agency,
created a "big picture" enterprise
GIS. He also implemented a cost
reeovery program that leverages
the� coaGnt�'s parcel database,
saves taxpayer dollars ancl helps
neighboring cities and water
distrtiets establish their o2un GIS
departr��ents.
sueh as assessor's parcel numbers, road
names, building permits and tract numbers—
and with graphics and attribute data, such as
eontours, distriets, environmental, flood zones
and zoning information.
Second, we deeided to try to recover
some peisonnel and systems costs bylicensing
our valuable data to other metropolitan areas
and districts within our eounty on a costr
sharing basis.
More Than $350,000 in the Bank
The resulting common parcel database
has been an unqualified financial suecess. We
calculated that the sa�ings to the county just
from using PARCEL-INFQ our GIS public
information retrieval applieation, equal
between $35Q000 and $50Q000 in personnel
costs. This information retrieval application
uses both graphical and attribute queries to
report up to 58 information items on a parcel.
The 1l�ansportation and Land Manage-
ment A.geney is able to deliver maps and com-
puterized parcel information to developers,
engineers, county officials and the public in
a few minutes. We are also able to deliver
through a network exactly the same infor-
mation at our other office located in Indio,
more than 70 miles away. In the "old days,"
it used to take employees 30 to 40 minutes to
manually research a typical request. Now, we
can serve more people at our front counter
with fewer employees.
REPHINTED BY PERMISSION OF CALIFORNIA COUNTY U��
q9-813
,�� �
��.��
n�y
ESRI
For more than 25 years ESRI has been helping people manage and analyze geographic information. ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS dient/ser ver
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and build success with GIS.
Corporate
ESRI
380 New York Street
Redlands, Califorrna
92373-8100 USA
Telephone: 909-793-2853
Fa�: 909-793-5953
For more mformation
call your
local reseller or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inqwnes to
info@esri.com
Visit ESRI's Web page at
www.esri.eom
Australia
61-89-242-1005
BELUX
32-2-460-7000
Canada
416-441-6035
France
33-1-46-23-6060
Germany
49-8166-677-0
Hong Kong
852-2-730-6883
Regional
ESRI-0lympia
360-754-4727
� ESRI-St. Lows
314-949-6620
��
�
ESRI-Alaska
907-344-6613 '
�..,:!
. . ��
ESRI-California
909-793-2853 � '
ext 1-1906
ESRI-Denver
303-449-7779
International
India
91-11-620-3801
Italy
39-6-406-96-1
Nederlands B.V.
31-10-217-0700
ESRI-Minneapolis
612-454-0600
� ESRI-Boston
�i 978-777-4543
ESRI-Washington, D.0
703-506-9515
ESRl�harlotte
704-541-9810
ESRI-San Antonio
210-499-1044
Sweden
46-23-84090
Thailand
66-2-678-0707
United Kingdom
44-1-92&210450
Venezuela
58-2-285-1134
Outside the United States,
contact your local ESRI distributor
For the number of your distributor,
call ESRI at
909-793-2853,e#.1-1235
Poland
48-22-256-482
South Asia
65-735-8755
Spain
34-1-559-4347
\
�� �v� , .� , .
No GS-35FSD86H
]9083 Pnntetl in USA
CCSM/5/98
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A CONSORTIUM PROJECT OF: Augsburg College; College of St. Catherine; Hamline Universiry; Higher
Education Consortium for Urban Affairs; Macalester Coflege; Phetropohtan State Urnversiry; Minneapohs
Communiry College, Minneapolis Neighborhood Revitalization Program; University of Minnesota (Center for
Urban and Regional Affairs; Children, Youth and Family Consortium; Minnesota Extension Service);
University of St Thomas; and Minneapolis community and neighborhood representatives.
E
�
i
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i
�
•
St. Paul Community
Geographic Information Systems (GIS)
i
Conducted on behalf of Neighborhood Planning for Community
Revitalization and the Center for Urban and Regionai Affairs
Prepared by
Sandra Paddock and Christopher Matthews,
� Graduate Research Assistants
University of Minnesota
August 1999
This report (NPCR 1130) is also available at the following internet
address: http://tcfreenet.org/org/nper
i
•
�� ��3
_
t
August 1999
Neighborhood Planning for Community Revitalization
� (NPCR) and the Center for Urban and Regional Affairs suppoRed
the work of the authors of this report but has not reviewed it for
publication. The content is solely the responsibility of the authors
and is not necessarily endorsed by NPCR.
`
NPCR is coordinated by the Center for Urban and Regional
Affairs at the UniversiTy of Minnesota. NPCR is supported by
grants from the U.S. Department of Housing and Urban
e Development's East Side Community Outreach Partnership
Center, the McKnight Foundation, Twin Cities Local Initiatives
Support Corporation (LISC), the St. Paul Foundation, and The St.
Paul.
�
Neighborhood Planning for CommuniTy Revitalization
330 Hubert H. Humphrey Center
• 301 - 19th Avenue South
Minneapolis, MN 55455
phone: 612/625-1020
` e-mail: nper@freenet.msp.mn.us
website: http://freenet.msp.mn.us/org/nper
�
q q,$t3
s
_
t Acknowledgements
� St. Paul Communitv GIS Advisorv Committee
Mazk VanderSchaff, City of St. Paul
Jim Erchul, Dayton's B1uffNeighborhood Housing Services
Katya Ricketts, East Side Neighborhood Development Company
s Alan Malkis, Urban Coalition
Greg Finzell, Rondo Community Land Trust
Will Craig, Center for Urban and Regional Affairs
Kris Nelson, Neighborhood Planning for Community Revitalization
' Peggy Byrne, Minnesota Planning Office
Eric Stoller, Hamline Midway Coatition
s
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Ezecutive Summary
� The Ceater for Urban and Regional Affairs (CURA) at the University of Minnesota and
Neighborhood Planning for Communiry Revitaluation (NPCR) initiated the St. Paul Community
GIS* project in September, 1998 to assist the Ciry of St. Paul in responding to the informati�
needs and requirements of its partner Distrid Planning Councils (DPCs) and Community
Develapment Corporations (CDCs). For nine months (September 1998 through 7une 1999) two
� graduate research assistauts from the University of Minnesata's Masters in Geographic
Information Systems program worked with the Hamline Midway Coalition, a DPC and Dayton's
Bluff Neighborhood Housing Services, a CDC.
DPCs and CDCs have had long-stauding and mutually beneficial relationships with St. Paul City
govemment, having been partners with the City in its housing preservarion, crime prevention, and
qualrty of life improvemem programs since the 1970's. Access to timely and accurate
information about their target neighborhoods is important to the successful fulfillment oftheir
i responsibilities to the City.
This paper summarizes the findings of St. Paul Community GIS Project, and addresses the
following questions:
� • What types of uses do neighborhood groups have for geographic information?
• What capacities and resources do neighborhood groups possess for processing and
analyzing geographic and tabulaz data?
• What problems exist with the current public data infrastructure?
e • What opportunities are there for organizing and irnproving the delivery of information
and/or analysisto neighborhood organizations?
• What are the relative benefits, costs and barriers to implementing these solutions?
` Neighborhood based organizations prese�ly use maps and spatial information eatensively in their
work. Five categories of usage were identified: reference, e�emal communications, site or
incidem specific, targeting, and trend analysis. Each category provides value to the
organizations work and has specific requirements for development, information availabiliry, and
technical support.
* GIS (geogaplric information systems) - the storing and manipulation of geographic information
�
C'
GIS requires data, software, t�ardware and printers. GIS implementarion capaciry requires
� technical e�ertise and stafftime for data managemem and map produdion. Neighborhood
groups may find these requirements challenging due to their limrted staff size, over commitmern
of stafftime and limited investme�rt in technical resaurces. Community based organizarions,
however, have several assets to support successful implementation of GIS: familiarity with using
maps and spatial analysis, waununity generated data, and data quality co�rol due to i�imate
` locallmowledge.
Access to St Paul public data can be a daunting task for neighborhood organizations
because of lack of a clear directory to locate data, public policies or staff interpretarions
regazding what information can be shazed with DPCs or CDCs, and cost of obtaining
� public data sets.
The study identified and analyzed a range of delivery models according to their GIS
components, benefits and costs/obstacles to both neighborhoods and the City. Models
range from a city/county nonprofit GIS consortium to the development of in-house GIS
capacities within community organizations.
s
The report concludes that long-term solutions for neighborhood GIS access should
facilitate neighborhood organizational ability to:
• Access city data sets for in-house analysis
• Analyze and map intemal. Local data sets
, • Implement a variety of product formats (e.g., paper maps, spreadsheets,
overheads)
• Influence cartographic output ( e.g., map design, data included in map)
A series of steps or "building blocks" will need to be taken over the neat several yeazs to
create an efficient, effective neighborhood G1S system. A decision will need to be made
` eventually whether to create "in-house neighborhood GIS systems" or a"GIS center to
serve neighborhoods". Both systems require clazification of data shazing and data access
policies", citywide data and metadata standazds, and dedicated city staffto address GIS
concerns of CDCs, DPC and technical assistance providers.
A data handbook is proposed to provide, in simple non-technical language, a guide to
. obtaining and using spatial and non-spatial data obtained from the City and County
departments. The development of the handbook is not contingent upon the
implementation of Citywide data policies.
The development of the City of St. Paul's enterprise GIS in collaboration with CDCs and
DPCs will assure the continued effectiveness of these organizations in cartying out City
� policies and programs and the vitality of St. Paul neighborhoods.
ii
qa-a3
�
_
•
Table of Contents
Introduction
; Community Organization and GIS: Background
Neighborhood Uses for GIS
Neighborhood Capacity for GIS
� Issues with Current St. Paul Public Data Infrastructure
�
�
��
e
s
Delivery Models
Benefit of Delivery Models to Neighborhood Needs
Recommendations
Bibliography
Tables and Diagram
Table 1: Neighborhood Applications for Geographic Information
Table 2a: Models for Delivery of Geographic Information
System Components
Table 2b: Cost and Benefits of Delivery Models
Diagram: Comprehensive Solutions for Neighborhood GIS Access
1-3
3-6
6-11
12-14
14-16
16-17
28
29-31
32
7a
18-21
22-27
31a
qG�$'
[7
_
I. Introduction
� Communiry Development Corporations (CDCs) and District Planning Councils (DPCs) aze
private non-profit neighborhood scale organizations. Within the City of St. Paul, they have had
long-standing and mutually beneficial relationships with city govemment, having been partners
with the City in its housing preservation, crime prevention, and quality of life improvement
� programs since the 1970's.
To successfully implement such programs, CDCs and DPCs rely on timely, accurate information
about their tazget neighborhoods. Such resources, however, are not easily accessible to most
� CDCs and DPCs. As documented by Blumner (1998) and Kellner (1997), cri6cal pieces of
information, such as composite parcel-level data on housing units, can be costly and difficult for a
small organization to obtain on its own. When data is accessible, CDCs and DPCs may not be
able to derive information from the data or perform the level of analysis needed to determine
� trends.
Difficulties in obtaining and analyzing data can be addressed effectively through the City of St.
Paul's cunent enterprise geographic information system (GIS) planning effoRs. This system will
facilitate extensive and customized information analysis, bringing together dispazate sources of
� property information now collected and maintained across many city departments. This is a
major undertaking, resulting in an information system capable of greatly enhancing the City's
data organization and analysis capacities.
� Because of their critical community planning efforts, it is important that this wealth of
information be available to CDCs and DPCs. These non-profit organizations are recognized in
the Ciry's Consolidated Plan as "one of the major vehicles for the preservation of neighborhood
vitality" (St. Paul Consolidated Plan and Submission, p. 83). Access to information and analysis
e tools is not simply a question of CDC and DPC viability, but by proxy a matter of the
effectiveness of the CiTy's community planning efforts.
Community Organizations: Critical to St. Paul's Quality of Life
� The Ciry has formally created DPCs for citizen input and developed programs specificaily to be
carried out by CDCs. These non-profit, private organizations do not merely augment the City's
community development initiatives: they are a critical component of larger, city-wide quality of
qq,g�3
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�
•
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\�
life goals and initiatives, particularly in the areas of crime and housing. St. Paul's Comprehensive
Plan states that the city "relies on the non-profit secYOr to provide much of the initiative, direction,
and direct project implementation in the development of affordable housing" (St. Paul
Consolidated Plan and Submission, p. 83).
These relationships date back to the 1970's, when the City of St. Paul established 17 District
Planning Councils, one in every St. Paul community. DPCs were designed to facilitate citizen
involvement in ciTy planning and policy review. The missions and methods of individaal DPCs
have evolved since that time; today, each has a unique outlook on the issues facing their
communities and what methods are best used to improve the quality of life. Many have expanded
their scope beyond Ciry-funded programs to citizen-initiated progams and services. Regazdless
of the organization's size, all DPCs retain their original roles as primary facilitators of citizen
participation for vazious city projects, and for implementing certain city priorities, such as
community-based crime prevention programs.
Community Development Corporations (CDCs) also play a major role in the City's planning and
community development efforts. CDCs in the eazly 1980's emerged to promote targeted housing
and economic development. The City of St. Paul has looked to CDCs to implement a vaziety of
programs, including affordable housing development, housing support services, and business
corridor revitalization (St. Paul Consolidated Plan and Submission, 1995, p. 83).
The St. Paul Community GIS Project
To assist the City of St. Paul in responding to the information needs and requirements of its
partner DPCs and CDCs, the Center for Urban and Regional Affairs (CURA) and Neighborhood
Planning for Community Revitalization (NPCR) initiated the St. Paul Community GIS project in
September, 1998. Housed at the University of Minnesota, CURA and NPCR strive to connect
University resources to respond to community initiated proposals. These organizations have
sponsored numerous projects related to neighborhood group data access and analysis (Kellner,
1997, Matthews, 1998, Craig and Elwood, 1998). The current project gew out of these and other
efforts, when it became cleaz that a need eacisted to cleazly articulate how St. Paul CDCs and
DPCs presently used geographic data, and they could potentially use GIS and other data analysis
methods.
_
To understand how maps and spatial information aze used, and how capacity for such can be
� enhanced within community organizations, a pazticipatory reseazch model was developed. Two
goups -- a District Planning Council and a CDC — were chosen as pilot study sites. Within each
organization, graduate students were assigned to a) assess the organizations' GIS capacities; b)
create maps on an as-requested basis; c) suggest map applications as needs azose; and d) record
reactions to GIS producu. By working at the request of the neighborhoods, a realistic picture of
� GIS needs and capacities of each group was developed. An advisory committee, made up of
community representatives, City of St. Paul staff, and academic reseazchers, met regulazly to
provide scope and direction to the project.
S This paper summarizes the findings of St. Paul Community GIS Project, and addresses the
following questions:
• What types of uses do neighborhood groups have for geographic information?
• • What capacities and resources do neighborhood groups possess for processing and
analyzing geographic and tabular data?
• What problems exist with the current public data infrastructure?
• What opportunities aze there for organizing and improving the delivery of information
and(or analysis to neighborhood organizations?
• • What are the relative benefits, costs and barriers to implementing these solutions?
A key finding of this research has been that neighborhood groups (CDCs and DPCs) already
make use of spatial data through a variety of applications. Furthermore, access to GIS allows
� organizations to expand on and enhance their present analysis of data. Technical assistance and
data acquisition, however, remain barriers. For the City to fully realize the benefits of well-
informed, information-sawy communiry development partners, the needs of CDCs and DPCs
must be considered in the development of its enterprise GIS.
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II. Community Organization and GIS: Background
Neighborhood level GIS not only serves the needs of community groups but also adds value to
, the creation of a City GIS. Community organizations add value to geographic information
systems by verifying data accuracy and bringing additional knowledge to place the information
and analysis in the context ofthe community.
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Previous reseazchers have investigated how Twin Cities neighborhoods used maps in their work. t
Wi11 Craig and Sarah Elwood interviewed 50 neighborhood organizations in a 1998 study to learn
how communiry organizations use maps in their work (Craig and Elwood, 1998). Craig's study
provides a frarr�ework for understanding the ways in which community organizations mal:e use of
computer generated maps. NPCR, in association with an Urban GIS class at the University of
Minnesota, annually engages students to produce GIS applications in response to neighborhood i
organizations.
Neighborhood groups presently use maps and spatial information extensively in their work. The
type of questions a GIS might inform is a natural outgrowth of this current usage. As snch, '
developing neighborhood responsive GIS delivery models must be based on contextuai
knowledge about what community-based organizarions do, how they currently use maps, and how
capacity is built for using GIS and maps.
Neighborhood groups, in many respects, are logical users of GIS. Analyzing geographic
relationships is nothing new for neighborhood groups. They aze geographically defined
or�anizations, with missions involving improving the quality of life for a discrete area.
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Reflecting this geographic orientation are the questions they ask in the course ofthei� work. For •
example: "Where are crimes occumng?", "Do students at the elementary school live in tl�e
neighborhood's deteriorated housing?", or "Where should our home improvement loans be
targeted, to ensure maximum impact?".
Neighborhood groups also provide a unique perspective to spatial data. They often know �
information about houses not included in city and county databases. If a house is vacant,
community members may know about it before the county assessor's department records the
vacancy in its databases. Often, the first organizations learning about the vacancy aze CDCs and
DPCs, either through their community connections or by they themselves working in close ,
proximity to the vacancy. The neighborhood group often knows the circumstances contributing
to the vacancy, and if there aze any parties interested in acquiring and/or taking occupancy of the
property. Such information is vital to neighborhood organization, but can also be crucial for the
ciry's efforts at housing rehabilitation. �
Communiry organizations have other data collected in the course of their work that could
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contribute to an enterprise GIS. Over the course of our work, we encountered in-house database
detailing neighborhood housing grants and loans, a neighborhood conducted exterior condition
survey, neighborhood group membership, and current and potential block group captains. Such
information is not uniformly maintained amongst the city's CDCs and District Planning Councils.
However, because each organization has the ability to develop its own information stores as it
sees a need to do so, there e�sts a wide base of local lmowledge reflective of each
neighborhood's focus. Facilitating the process by which community groups can analyze these
unique data sets within a GIS will greatly enhance the overall structure of a city GIS, not only for
neighborhoods, but for governmental officials committed to effectively targeting available funds.
' There has been significant prior work done on how St. Paul CDCs and DPCs access and use
spatial data in their work. NPCR sponsored a 1997 Rondo Community Land Trust project to
assess community access to St. Pau] property data. The report (Kellner, 1997) detailed the
difficulty community groups had in accessing property information, in part because it was housed
• in eight different agencies, each with different data formats and procedures for making data
available. While Kellner's study did not directly address St. Paul's entecprise GIS development,
its findings on data access in St. Paul illustrate not only the challenges facing CDCs and DPCs in
accessing GIS data, but also underscore a fundamental challenge the City must overcome in
developing its GIS infrastructure. A 1998 study by the St. Paul Local Initiatives Service
� Corporation (LISC) detailed the pervasive nature of the data access problems first detailed by
Kellner, and pointed to the need for an integrated property information system for both the City
of St. Paul and local Community Development Corporations (Blumner, 1998). As a result of this
work, LISC provided eight CDCs with access to IRIS, a for-profit online properly information
� service. DBNHS was one of these organizations, and has been able to query Ramsey County
property records using this system.
Other projects highlight what St. Paul neighborhoods can do with access to GIS and geographic
� data. Recently, Hamline Midway Area Rehabilitation Corporation (H-MARC) developed a
protoType for an Eazly Warning System to identify properties at risk of abandonment, informing
housing strategies and tactics (Myott, 1998). Eazly Warning Systems have been developed in
other neighborhoods in the Twin Cities and across the country (Mardock, 1997). Most use GIS to
identify housing structures with multiple "warning signs" of abandonment of neglect, with
� variables are assigned weights based on the impact that factor has on housing abandonment.
Such systems are very useful for neighborhoods seeking to identify where abandonment may
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occur, but successful implementation will rely heavily on data availability and long-term access
to updates.
The development of a major new system, such as the St. Paul Enterprise GIS, should draw on this
set of research when considering how and why community groups can and should participate.
We hope that the St. Paul Community GIS project will assist in that exploration and demonstrate
how the Ciry of St. Paul and its community organizations can continue and deepen their
partnership to keep St. Paul a vital place in which to live and work.
In order to better idenUfy the ways in which community groups can participate in St. Paul's
enterprise GIS, the St. Paul Community GIS Project chose two representative neighborhood
organizations: one District Planning Council and one Community Development Corporation. The
research assistants then worked closely with each group for eight months, identifying potential
GIS applications and producing maps and other products on an as-requested basis.
Dayton's Bluff Neighborhood Housing Services was the clear choice to participate as the CDC.
They had a thorough database tracking all of their projects and inveshnents dating from 1981.
DBNHS staff used paper maps extensively in his work. DBNHS became strongly interested in
the possibiliry of analyzing their in-house database after participating in the 1998 Urban GIS
course.
The Hamline Midway Coalition was chosen lazgely on the basis of their experience in the
Urban GIS course. A planner for the coalition had proven an enthusiastic participant, providing
both direction and organizational insight to the students in their preparation of maps. There was
some backgound in GIS within this organization, which we felt would be helpful in recognizing
the potential for this technology. HMC also maintained a detailed database in-house, mostly a Iist
of "contacts," but it would prove useful.
III. Neighborhood Uses for GIS
In orderto provide usefulinformation to neighborhood groups, we first needed an understanding
of their existing uses for maps and spatial data, and how the capacity to use maps and data is built
over time. To accomplish this we worked closely with HMC and DBNHS. Our main task was
to provide maps for the groups, recording what maps the groups requested and how they were
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used. As appropriate, we also suggested new applications of GIS. This method facilitated an
� understanding how CDCs and DPCs use maps, before and after intensive technical assistance.
Eventually, pattems emerged in terms of the types of maps and applications we were asked to
produce. This was not a unique observation. Previous reseazchers (Craig and Elwood, 1998) also
found that the maps community groups used tended to fall into certain categories, based on what
� they were using them for. We relied for the first months of this project on Craig and Elwood's
pazadigm of how neighborhood groups use maps (Craig and Elwood, 1998). Ultimately, we
found it useful to devise our own descriptions for why the maps we created for DBNHS and
HMC were requested and for what they were eventually used. We have grouped these
s applications into five distinct categories.
Reference: Increase efficiency and accuracy of day to day operations.
Extemal Communications: Convey an organization's work, or factors affecting its
! work, with external entities.
Site or Incident Specific: Facilitate organizing, analysis, and/or decision-making around
a discrete sub-section of larger geographic azea.
Targeting: Tactical functions that employ an array of criteria to assist in operationa]
decision-making.
' Trend Analysis: Provide context for long range pla�ning and program development.
Each category has a distinct goal and unique production requirements. It is helpful to describe the
process for producing each category of maps. Table 1 provides a summary of the benefits of and
� requirements for each application type.
Reference
Among the first maps requested by both HMC and DBNHS staff were parcel level reference
' maps. Specifically, the organizations wanted maps displaying the address for each parcel in the
neighborhood, Without this information in a cleazly readable form, the groups were not able to
rapidly answer questions arising from citizen phone calls or visits. Both organizations had relied
on incomplete or dated address maps in the past and had a strong desire to obtain updates to this
information.
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Address maps were some of the most useful maps developed over the course of this project.
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Several times during meetings at DNBHS, for e�mple, we wimessed staff referring to the parcel-
, based address map hanging in their conference room for information on a property location, the
lot dimensions, and the geography of adjacent properties. Cleazly, the tabeling elements were
cruciat to the utility of the map. By accident, we also provided DBNHS another lazge-format
map of its funding by pazcel, but neglected to label the streets. That map was displayed in
DBNHS's conference room for an extended period oftime. They often referred to the map's lack
� of street labels (the pazcels were numbered, the streets were not named) as a major detriment to
determining Yheir locations.
Lack of map labels has diminished the utility of maps DBNHS has received in the past. On our
• first visit, the director of DBNHS showed us a]and use map custom-make for him about two
years ago. He thought the map was "greaY', but wasn't able to put it to much use. DBNHS had
requested address labels on the map, but was told it was not possible to add them. The result was
a map with seriously diminished utility. What might have become a crucial reference map for
' DBNHS was instead an interesting and somewhat helpful, but fundamentally flawed, document.
Often, reference maps with missing information were still of use to the organizations, with some
diminishment of utility. DBNHS, for example, was frustrated that the assessor's data we had did
not show "joined" parcels (e.g. two smaller properties combined to create a large lot, but retaining
� their respective PINS and boundaries in county records). Because stafFwere knowledgeable of
the neighborhood and its housing history, however, they were able to "fill in" some of this
information while using the maps. DBNHS demonstrated this repeatedly throughout the year: in
several conversations, the staff would refer to a specific azea on a map, mention "it doesn't really
� look that way", describe the difference, and then use the map's other data for additional reference.
External communications
From the beginning of this project, DBNHS was most concerned with obtaining maps for external
` communications purposes. The organization felt the ability to display descriptive maps of their
neighborhood would effectively communicate the capabilities of the organization and would reap
additional funding from external sources. DBNHS needed to convey what they have done in the
neighborhood in terms of housing de��elopment, where they may want to do work, and what
❑eeds exist.
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Producing maps for extemal communication illumi�ated a difference between these types of
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maps and maps produced for organizational reference. Because earternal communication maps
were externally presented, it was crucial that they be comprehensible to individuals outside the •
organization. Often, such maps were presented outside of the neighborhood, requiring the
information be presented in a way someone with little knowledge of the neighborhood could
understand. This meant that the process of "filling in gaps", as staff might do with a reference
map, would likely not be desirable.
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An example of this process is DBNHS's Capital Improvement Budget (CIB) applica6on process.
CIB is a biannual funding process of the city of St. Paul for community development projects. It
is a major source of funds for DBNHS's revolving home improvement loan program. The
application process includes a presentation to CIB's committee. The presentation was �
characterized by staff as "the most important thing we will use maps for in the next two years."
Creating suitable maps for the CIB presentation required consultation with DBNHS staff about
the information they wished to portray via the maps. Some draft maps were deemed too "busy" .
for a five-minute presentation. For e�mple, DBNHS hoped to use choropleth� maps depicting
the percentage of homeowners in each block group and the number of individuals below 80% of
median income. However, these maps were eventually dropped from the presentation because
the idea they wanted to convey — the concentration of individuals below 80% of inedian income �
in Vacts with lower owner occupancy rates — was going to require "too much verbal description"
for the CIB presentation. An attempt to simplify the viewing of DBNHS program dollazs by
aggregating funding by block was also deemed as difficult to describe during such a short
presentation.
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The context of an external presentation is very important when determining what maps to
produce. Only very simple, generat maps, might be appropriate for the majority of presentations.
Relying on a small set of maps, however, severely limits the effectiveness of using GIS for
external communications. In a longer presentarion, for example, DBNHS might have felt �
comfortable with allocating time for describing more complex and analytical maps, but these
maps still need to be concise in how they convey information even if they contain multiple
vaziables. Likewise, the format of a presentation to an audience of non-Dayton's Bluff residents,
such as the CIB panel, differs greatly from the approach DBNHS would take in a forum for •
A choropleth map displays areas shaded based on at[ribure value Chorople[h maps are frequently used with census bour�daries and
data, but [his car[ographic techmque can be applied to any division of land (e.g. state, counTy, census tract, parcel)
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neighborhood residents.
Site Specific Maps and Data
HMC did not directly request site specific information, but through conversation it became
apparent that they would benefit from maps and information of this type. The community
organizer at HMC indicated that while she was responsible for organizing block clubs
= neighborhood-wide, she found that unless there was a rallying local issue, it was unlikely that a
block would become effectively organized. To most effectively use her time, the organizer would
frequently devote her efforts to a single neighborhood issue that had the potential to produce the
most significant organizational impact.
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At the time of our meeting the most pressing neighborhood issue was an industrial site's plan for
major revisions to the makeup of their lazge land pazcel. The proposed changes, including several
new `curb cuts' and new structures, would have a significant impact on the number of trucks
� traveling through residential streets in the site's immediate surroundings area. A set of detailed
maps displaying the industrial tot helped HMC in suggesting altemative configurations for the
parcel that would have less impact on residents of the neighborhood. Additionally, a printout of
all residents adjacent to the site helped contact potential new block captains.
� The site-specific maps are largely for operational work and as a result, frequently do not need to
be as polished as maps created for external communications. However, they can easily cross into
the external communications domain, when neighborhood committees and stafftake the
information they gathered during their research phase (e.g. the site-specific maps) and present
: their cases to neighborhood forums or public officials. Thus, while some details needed in
decision-making can be "fiiled in" as discussed in the reference map examples, there is a great
need for accurate and timely information. However, it is important that the area to be discussed is
represented in adequate detail, requiring large-scale data, which can be expensive to maintain.
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Targeting Applications
Recently several Twin Cities housing groups have produced "Neighborhood Early Warning
Systems" which incorporate a wide array of data in attempting to identify properties which aze at
risk of becoming abandoned (Mazdock, 1997; Myott, 1998). Because of this work, DBNHS had
� some initial interest in developing targeting type applications with geographic information.
Perhaps due to the relative condition of the neighborhood's housing stock, DBNHS was more
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interested in working to market their properties than in anticiparing problem properties. DBNHS
requested maps that would identify suitable lots based on a given annual income leveL With this +
type of data, they could query the map based on the qualifications of a"walk id' client. In the
end, the logistical complications inherent to determining "affordability" prevented these maps
from being heavily used in the conte� of targeting.
HMC had less use for this type of application. There was diswssion of using our datasets to �
target the location of a new community center in the neighborhood. Unfortunately, this was not
really a complicated enough problem to warrant this type of technology. HMC's requirements
for the site were: 1) It must be in the neighborhood, and 2) It must be cheap or free. This
equation was not sufficiently complex to justify the use of GIS. On the other hand, a map of �
crime incidents (discussed in detail in the following paragraphs) was unintentionally used as a
targeting application. The locations of current block captains were mapped, to a establish a
prioritization of blocks for organization based on its exposure to crime activity.
Trend Analysis
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HMC had a strong demand for trend analysis maps. These maps, intended to pcovide context far
long range planning and program development, were to be used in their comprehensive planning
and organizing functions. Over the past year, HMC has compiled a comprehensive plan for the �
Hamline-Midway neighborhood. During initial discussions, several maps displaying census
information were requested to provide some contea�t and background to the creation of the
neighborhood's comprehensive plan.
There were also trend analysis maps created using the city's data sets. HMC staff had indicated �
that an interest in learning more about the general distribution of crime incidents in the
neighborhood. Nine months of individual incidents were generalized in order to produce a
surface poriraying the concentrations of crime incidents in the neighborhood. The crime trend
maps were of great interest to the staff and revealed surprising information about the general �
concenuarions of crime. Because the generalized nature of this information, a high degree of
accuracy is not necessary for this type of map, however a great interest was shown in determining
the precise time frame of the trend surface portrayed.
In Table 1, we have outlined each of the application areas discussed above. In the column titled �
'Benefits' we have outlined specifically how the neighborhood �oup would benefit from each
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type of application. This benefit frequently is also a direct benefit to the City. The requirements
� column in the table details the particular data requirements of each application azea. This can
have a significant impact on the cost of being able to carry out an appiication.
IV. Neighborhood Capacity for GI5
� A GIS is generally defined as a computer system for storing and manipulating geographic
information. Key components include:
➢ Data: both geographic boundazies and tabulaz information
➢ Sofrivare: this can mean either a desktop GIS system (e.g. MapInfo, ArcView), or an
� Internet map server
➢ Hardware: computers with adequate gaphics and processing capacities for the desired
analysis
➢ Printers: the medium for translating digital geographic information into paper format
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However, GIS implementation must be taken within the context of the non-computerized,
existing organizationa] structures.
➢ Technical expertise: Does anyone in the organization know how to use GIS softwaze?
` Who is comfortabie with translating tabulaz address files into a geographic layer?
➢ Staff time: Does the organization's staff have enough time to make maps? Maintain a
computer system? Obtain data from appropriate outlets?
By including the human part of a GIS in our analysis we are able to relate the processes of t6e
� organization to the processes of the computer system. Equipment alone never guarantees
successful GIS implementation; beginning GIS users may find it prohibitively difficult to use GIS
software and create maps without clearly defined research goais, training, or knowledge of basic
geospatial concepts.
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St. Paul's neighborhood groups can bring many assets to the citywide GIS system, including:
➢ Familiarity with using maps and spatial analysis. While they are a diverse group of
organizations with unique histories, the vast majority use paper maps and spatial
• information extensively in their work. As discussed earlier, this is in part because the
geographically centered missions of neighborhood organization. Researching and
organizing around their core issues has necessitated utiiizing census data, city building
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permit data, and city crime data. Forward thinking projects, such as the pilot
Neighborhood Early Waming Systems, could serve as inspirations for city deparhnenis
that have not made ea�tensive use of geogaphic data in the past.
➢ Local data collection and quality control. Most St. Paul community organizations also
have collected their own data in the course of their work. Our two target groups
assembled detailed infoanarion on neighborhood housing grants and loans, a
neighborhood conducted exterior condition survey, neighborhood group membership, and
current and potential block group captains. As the St. Paul enterprise GIS evolves,
neighborhood groups might be able to play a formal role in data co[lection or data
maintenance.
DBNHS is particularly commendable in its maintenance of an extensive Access database
pertaining to its programs. Information on each trcrosnction (a grant or loan given by DBNHS to
a property) is available from 1980, including property owner, PIN, amount of loan/grant, interest
rate of 1oan, and demographic. The database is used extensively to track outstanding loans,
produce performance reports for grantors, and analyze home ownership trends in the
neighborhood. In addition to this database, DBNHS also subscribes to the IRIS property
information system. IRIS is a privately developed Internet system for obtaining property data,
including Ramsey County Assessor's data. This system allows for single property look-up, as
well as limited {less than 200 records) data downloading. The HMC offce also has an existing
data infrastructure, in the form of a FileMaker Pro database, which could be mapped on an
ongoing basis.
Several characteristics of neighborhood organizations can adversely impact their ability to
effectively use GIS:
➢ Resource poor. Neighborhood organizations do not have the same capital resources as
larger non-profit or govemmental organizations. While some groups aze able to leverage
their internal resources and funds, many find it difficult to do so, because of smaller size
and lesser name recognirion than lazger community-based organizations. Because of
their smaller budgetary size, their staffs aze genernlly smaller as well, and as such the
ability to keep someone on staff solely for technical and computer support is not realistic.
At the risk of stating the obvious, this lack of resources also prevents neighborhood
groups from purchasing the appropriate hazdware and sofrwaze to manipulate GIS data
"in house." Notably, DBNHS has found federal funding to build some of their hazdware
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and softwaze capabilities, but still may struggle to maintain adequate resources. HMC
� would not be able to run any commercial GIS pacltage on the computer hardware present
in their office.
➢ Limited staff fime. Typically, staff at neighborhood organizarions have very full
ca]endazs, exacerbated by the fact that the organizations generally aze not financially
secure enough to hire more than a skeleton stafE As a general rule, there are few or no
� administrative and technical staffpersons available to the group. Often, especially in
district planning councils, a community organizer will assume dual roles (e.g. as
executive director and community organizer, or community organizer and administrator).
This diminishes the likelihood that time might be spent implementing a GIS, or
• contributing as part of one.
➢ Size constraints. The small size of a neighborhood group's staff diminishes its ability to
cap;,alize o;, possible eii ciencies gained tnrough GIS implementation. While some tasks
• will become more efficient, they will not facilitate the elimination of one job function in
the office (which could theoretically be devoted to GI5 and data analysis.)
V. Issues with Current St. Paul Public Data Infrastructure
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Previous work (Kellner, 1997; Blumner, 1998) has established that St. Paul neighborhood groups
have found acquiring the housing data needed for their work to be a difficult and time-consuming
process. While Kellner's report focused on locating housing information for individuai parcels, it
does raise up a concern we had from the beginning about this project: if it can be difficult to
` locate data for an individual property, how readily would it be available for an entire
neighborhood, and in a digital format?
Data Access and Availability
� One of the St. Paul Neighborhood GIS Working Group members, Mark Vander Schaaf, was
essential when it came to Vocating and acquiring data. As a staff inember of the city's Planning
and Economic Development (PED) department, Vander Schaaf possessed a thorough
understanding of publicly-available oatasets, GIS-specific data needs, and who was responsible
� for maintaining and distributing certain datasets.
There were times when Vander Schaafs involvement in locating and obtaining digital data was
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indispensable; where data simply would have been too time-consuming or costly to obtain
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without his assistance. An exampte of this is when we received a contact name from Vander �
Schaaf about obtaining a housing-related database from a city department. When we called the
departcnent requesting to speak with our contact, another worker handIed our call instead. We
were told that the request was 'bery unusual", and there was no guarantee that it would be
available. If it were, it would likely cost at least $40 for a paper list. The data would not be
available either in digital format or broken down by district planning council. A subsequent �
inquiry to the official Vander Schaaf suggested we speak with produced very different results.
We were immediately told, "ThaPs no problem—it is all public informatioa". Within an hour of
that discussion, we received a WordPerfect document containing a table of our requested data,
broken down by district planning council. �
This incident reminded us how crucial it can be for neighborhood groups to know where to go for
publicly held infarmation. Part ofthe ease we had in obfaining data was because we were well
connected. Vander Schaaf was on our steering committee, and as such had an interest in the •
success of this project and of the participating neighborhood organizarions. Getting data
maintained by or stored at PED — the bulk of our data needs — was not difficult. Furthermore, his
knowledge of whom to speak with about other data sets (e.g. historical housing values, city
building permits) provided the necessary connections to obtaining information PED could not .
offer.
Neighborhood knowledge about data availability, however, isn't enough: city employees must
know what data is publicly available from their departrnent and what the procedures aze for
releasing this data. Development of citywide data shari�g policies, and designation of contacts S
for publicly available data sets, can assist these efforts. In the previous example, the city worker
may not have known the information used in their offces was public data, or even that is was
easily transferable in digital format. Departments that have a"point persod' in charge of
answering queries about its publicly available data can avoid these misunderstandings �
Without Vander Schaaf to call for advice on data requests, much of this project would have been
slower and more frustrating, with more time spent trac[cing down the appropriate data source. We
also would have encountered additional financial obstacles during this project. As neighborhood
groups build greater capacity for using spatial data, it will be difficult for city staff to handle their
requests as an informal part of their jobs. One way of addressing this issue is to produce at
15
t _. qq-��3
minimum a data bibliography that could reproduce some of Vander Schaafs expertise with
� respect tp the repositories of existing data resources for neighborhoods. A GIS data handbook,
containing contacts for spatial data seu as well as metadata records, can help the city relieve
some of its increasing data request burdens as well as educate the public about what data is
available and how it may be used.
� This brought up a crucial quesrion: what is a"city project"? There aze varying interpretations of
what CDC and DPC projects are. As discussed in this paper's introduction, the roles of both
CDCs and DPCs as community planning agents aze well defined in the Ciry's Consolidated Plan.
Based on this documentation, one could interpret that most rnrything community groups do could
• conceivably be classified "city projecY'. However, others may expect a"city project" to be more
directly tied to a specific city-administered program, such as CIB-funded projects. For example,
a simple address reference map enables CDCs and DPCs to more efficiently carry out the City's
desire to foster safe and livable communities. If such a map improves the effectiveness of a city-
. funded organization, and the City depends on the organization as its citizen participation arm,
does this qualify as a"city projecY'?
VL Delivery Models
•
"Hands on" assistance in the map production process had a major impact in how frequently maps
and spatial information were used in the DBNHS and HMC offices. From our project, we found
that some technical assistance and capacity-building mechanisms were vital to neighborhood
groups when it came to producing and deveVoping mapping applications. While both of our
s groups used maps and geographic information extensively in their work, neither fully knew the
scope of digital data currently available from sources within the City, nor did they have the
appropriate hardware or softwaze available to them to produce maps on their own.
� There has been some work done recently on building models for increasing neighborhood
organizational GIS capacity. A group of geography researchers at the University of Minnesota
recently wrote a paper detailing models for making GIS available to community organizations
(Leitner, McMaster, Elwood, McMaster and Sheppard, 1998). They detailed six models, based
� on their experiences with Minneapolis neighborhood groups, for making GIS available to
community organizations. We have chosen to adapt their work for this project, expanding upon
and adding some scenarios we feel may be particularly useful and applicable to St. Paui
= 16
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neighborhood organizations. Tables 2a and 2b draw lazgely on Leitner et al's paradigm, but will
scrutinize possible local participants in building these models and the relative costs and benefits •
of these models to all parties.
The range of models presented here is in lazge measure for discussion only. We feel all are, as
models, worthy of consideration. However, they aze being presented in this section as delivery
models only, not as recommendations. e
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VII. Benefit of Delivery Models to Neighborhood Needs
� In the models presented above, there are many ideas for enhancing the capacities of CDCs and
DPCs to use maps and geographic information. However, throughout our research, it is clear that
considering models must be done in concert with considering neighborhood capacities and
requirements.
�
Each model has its strengths and weaknesses. Many of these benefits aze based on desired
outcomes. For example, a neighborhood such as Dayton's Bluff with a high need to control the
information it presents to the world will not be best served by a cookbook GIS solution.
, However, its needs for locating property and information about that property quickly and
accurately may be best served by a pazcel map of housing values with address labels.
In short, the effectiveness of any effort to increase neighborhood GIS capacities must be
� accompanied by a clear sense of the needs of said organizations. Thus, we will now return to our
earlier-described paradigm of neighborhood applications.
• Reference
• External Communications
� � Site or Incident Specific
• Targeting
• Trend Analysis
In the end, it is important to note that several of the models might not only enhance CDC and
• DPC capacities, but also enhance the city's ability to ensure its goals are accomplished. For
example, St. Paul relies on its disffict planning councils to implement community crime
prevention strategies. However, oftentimes community organizers don't have an existing means
to learn empirically where the high crime areas of their neighborhood are. HMC staff, for
example, were surprised when first shown the map of crime statistics in the neighborhood.
� Before seeing the trend maps, their understanding of crime trends was based on a trickle of block
club calls and police reports. As it turns out, this information provided a very different picture of
crime concentrations than the maps did. HMC was working towards an important goal of the
city's -- keeping neighborhood safe -- and yet the organization didn't even have a map, or a well-
e organized summary -- of the locations of crimes reported. Such lack of information not only
frusVates the ability of DPCs to conduct their work, but also compromises the effectiveness of
important initiatives the city funds directly, and relies on community organizations to implement.
q9-�i3
� 28
��
1
�/�`'�
U
VIII. Recommendations
�
The fundamental rationale for our work is that with good information in hand, community groups
will be more e�cient and more effective in carrying out their missions. Accessing this
information is crucial to ensuring CDCs and DPCs are able to continue making the sound e
neighborhood planning decisions on which the City of St. Paul relies. Because these
organizations are partriers with the City on many initiatives and programs, a major goal of the
City's enterprise GIS planning efforts must be to ensure CDCs and DPCs have access to GIS
maps and data to successfully complete their work.
We envision rivo distinct GIS delivery channels might be created in the long run to achieve this
goal:
�
1. Develop in-house neighbor600d GIS capabiGties. We define this broadly as the ability of a
neighborhood organization to create maps and analysis in-house, using tools such as desktop S
GIS software, an Internet map server, or desktop GIS map browser (e.g. ESRI's Map
Explorer).
2. Create a neighborhood GIS center. Such a center may either be developed as an
independent entiry or within a currently existing organization.
s
Working towards an efficient, efFective GIS system is an incremental process. Realistically,
neighborhood GIS capacities will be developed over the course of several years. Data access,
technology access, and spatial analysis skilis aze complex capacity-building issues, and will '
benefit from a modular system building process. This can be achieved by conceptualizing the
delivery models outlined earlier in this paper as building blocks. Each building block represents
a significant improvement in the wrrent infrastructure for providing data and analysis capacities
to community organizations, as well as representing a step towards the rivo lazger long-term goals `
described above.
These building blocks are envisioned as interchangeable; some or ail might be deployed to
achieve one or several of the discussed delivery channels, as illustrated in Figure 1. On the
diagram, steps involved in reaching the larger capacity goals are stacked in approximate order of
occurrence. For example, the building blocks at the base of the pyramid are shared by each
29
!
solution; these aze the foundation of any neighborhood-responsive GIS system, and must be
� addressed in order for any GIS delivery model to work efficiently. Early focus on these elements
by city and county officials will ensure that a stable distribution structure is integrat to the
enterprise. Conducring these steps in conjunction with the city's CDC and DPC parmers will
raise awareness within the community about the system St. Paul plans to develop, as well as
capacity for obtaining and using maps and spatial data in their community planning efforts.
� These actions wili lay the foundation for cleaz and positive community-city GIS partnership in the
future.
The most immediate ofthese building blocks that should be implemented is a well documented
, and understood citywide data sharing policy. Cleaz and consistent policies must be established
for the distribution of public data. Such policies should address who is responsible for
distributing data and what documentation should be included in a data delivery. Because of the
crucial role DPCs and CDCs play within the City's planning process, ail data policies should
• include provisions pertaining directly to the specific and distinct data rights of these entities.
Enterprise-wide data policies require substantial intra- and inter-departmental coordination.
However, once formulated, these standards can last for years. The City of St. Paul would benefit
from the increased security that its data is being distributed in a systematic, fair manner.
, Neighborhood groups would atso benefit from such an arrangement, in that such a policy will
clearly identify whom they need to contact for critical neighborhood data, and what
responsibilities using that data requires.
� In order for neighborhoods to mvcimize this benefit from a data access policy, they will need to
have a greater understanding of the procedures required to obtain and use this data. A data
handbook should be developed which would provide, in simple non-technical language, a guide
to obtaining and using spatial and non-spatial data obtained from City of St. Paul departments.
� The development of a data handbook is not conti�gent upon the implementation of a City data
access policy. In fact, the data handbook will bejust as important in an environment within
which policies are not consistent across depaRments. In either event, it is vital that a document
be tailored to the specific needs and challenges faced by neighborhood organi2ations. An idea]
� handbook would detail sample GIS applications, G1S technical support resources, and contacts
for obtaining spatial and non-spatial data.
�q � �3
. �; ..
s 30
\
�
q Another excellent initial step would be the development of a pilot application, accessible over the
�
Internet, which all neighborhood groups could access and apply to their jurisdiction. This would �
be invaluable in creating city wide interest in map based analysis going a step beyond
conventional paper-based reference maps. City devetopment of such a system will also
encourage neighborhood groups to incorporate more analysis in their decision-making, and serve
notice that the City is an interested pariner in the process of enhancing how information is ased
by neighborhood groups. �
Which solutions are ultimately implemented depends lazgely on political and economic realities.
We recognize that the City of St. Paul's enterprise GIS system will not be built with unlimited
funds or resources. It is, however, imperative that neighborhood groups, the City, and non-profit `
GIS technical assistance providers continue to communicate and collaborate in the process of
exploring options. The sotution will not be simple, or free, to anyone. $ut incorporating CDCs
and DPCs into the City of St. Paul's enterprise GIS system is not a luxury: it is imperative for the
continued vitality of St. Paul's nei,ghborhoods. The roles that these community organizations play •
within the city planning process - direct citizen participation, affordable housing developers,
crime prevention specialists - are too critical to the well-being of St. Paul to afford unnecessarily
inadequate information resources.
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Bibliography
� Blumner, Nicole, "Data for the People: St. Paul and Integrated Property Information", Local
Initiatives Support Corporation, unpublished, August 1998
City of St. Paul, Minnesota, "Consolidated Plan and Submission", April 1995.
Ciry of St. Paul, Minnesota, "Consolidated Plan and Submission, 1998 Annual Update", April
� 1998.
Craig, William J. and Elwood, Sarah A., "How and Why Community Groups Use Maps and
Geographic Information.", http:/ftcfreenet.org/org/nper/reports.html, November 1998
Kellner, Stephanie, "Accessing Housing Data in Saint Paul and Ramsey County, Minnesota."
� http://tcfreenet.org/org/nper/reports.hhnl, April 1998.
"Leitner, McMaster, Elwood, McMaster and Sheppazd, "Models for Making GIS Available to
Community Organizations: Dimensions of Difference and Appropriateness", Presented to
the NCGIA specialist meeting on Empowerment, Marginalization and GIS, Santa Barbara
CA, October 1998.
! Mardock, Lori, "Predicting Housing Abandonment in Central: Creating an Early Warning
System." http://tcfreenet.org/org/nper/reports.html, June 1998.
Matthews, Christopher, "Urban GIS Course Projects, Spring 1998", Center for Urban and
Regional Affairs, unpublished, August 1998
� Myott, Eric, "Housing Early Warning System Feasibility in the Hamline Midway Area",
http://tcfreenet.org/org/nper/reports.html, April 1999.
Saint Paul Planning Commission, "Saint Pau( Housing Plan: Drafr for Communiry Review",
October, 1998.
! Saint Paul Community Development Task Force, "Saint Paul Community Development Agenda",
April 1996.
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�9-813
ESRI GIS Software:
Helping Design Tomorrow's Cities Today
Since 1969, ESRI has been
helping people solve real-
world geographic problems.
Local government professionals have always been involved in developing communi-
ties we would all want to ca11 home.
Originally, trus meant designing and maintaining cities and counties through land use
regulation and infrastructure support. Agencies have had to balance the needs of
residential neighborhoods, agricultural areas, and business concems. Now, in
addition to that complex challenge, local governmen[s must factor the requiiements
of a growing list of regional, state, and federal agencies as well as special interest
goups into their decisions.
Rapidly changing economic conditions have further complicated the process by
tlueatening the funding needed to carry out these functions. To date, local govem-
ESRI, a pioneer in ments have been right-sized, been downsized, and had theu budgets drastically cut
geoprocessing tools, is while trying to maintain service levels. Information technology, especially geo-
wl2olly deC�tCated to C'iIS S�aphic infoanation systems (GISs), has proven crucial in helping local govemments
cope with ttris environment.
technology.
ESRI� softwaze solutions have helped planning, building and safery, public works,
and engineering professionals meet or exceed the demands placed on them. ESRI
Today more than IOQ000 softwaze is the number one choice of local governments for their mapping and
organiZatiOnS arOUnd the analy[ical needs. Using GIS softwaze from ESRI, local government staff have
world use ESRI software discovered how traditional tasks can be performed more efficiently and how some
tasks previously impractical or impossible can be easIly accomplished.
because it utilizes the
leading ideas in technology
for geographic information
management.
Here aze a few of the benefits of using GIS in local govemment:
• Increase efficiency.
• Save time.
• Generate revenue.
• Provide decision support.
• Improve accuracy.
• Manage resources.
• Automate tasks.
• Save money.
°Iq' ��a
Managinq the Development Review Process with GIS
GIS has expanded from a niche technology used by specialists to an integrated
information technology used throughout the organization. While demand for staff
who specialize in GIS persists, numerous community de
public works professionals are embracing GIS as a basi�
doing business. ESRI supports both approaches with cc
support of GIS professionals perfoiming georeferenced
and easily wstomized tools for [he pervasive use of GI�
across disciplines to improve efficiency and centralize
information.
The development review process assures that plans for
development adhece to fedexal, state, and xegional
requirements as well as protect citizens from environ-
mental or public safety hazards and support progressive
economic development CommuniCy development and
public works agencies are integrating ESffi software
solutions as a central component in the development re�
process.
ESRPs GIS softwaze has functionality that follows the process—such as
mapping, site review, norification, analysis, and environmental review—that
make up fhe development review process. GIS integrates and sh'eamlines processes
between diffecent depazunents.
BSRI's GIS softwaze, the next step in the evolution of information technology,
sueamlines the development review process tluough sharing data. Using a
central information base eliminates problems caused by conflicring data.
By integrating GIS with local
government processes, staff can
• Streamline processes.
• Track projects.
• Create an information base.
• Perform joint project analysis.
• Share information resources.
• Reduce redundant data sets.
GIS helps coordinate the
development review process
allowing departmen2s 20
share data and review
projects more rapidly.
9 9-813
ESRI GIS for Planning
Planning seems simple enough: design the ideal commu-
nity then develop regularions to enswe design goals are
met. Realiry is faz more complex. Today, planning for
local governments means dealing with constant change.
Planning professionals have the technical expertise,
political sawy, and fiscal understanding to translate a
vision of tomorrow into a sVa[egic action plan for today.
Front Counter Service
GIS promotes a good public image of the
department. Armed with GIS tools from
ESRI, staff inembers can quickly access
informauon on pazcel maps, environmentally
sensitive azeas, zoning, permit status, and
other planning information.
Case Study
these demands while dealing with
limited funding and staffing.
Creating a�Livable Plan for the Fu2ure
Though only 3,500 people lived in "
Spanish Springs, Nevada, in 199Q at
the current growth rate ihe popula-
tion will top 23,000 by 2015. Jobs in
neazby Reno have drawn people to
the azea. Employment is strong, but
over 40 percent of the jobs created
aze in the service sector, where
salaries aze generally lower. Unable
to afford housing in Reno, these
workers have moved to neighboring
communifles like Spanish Springs.
might tum into a maze of housing
tracts, strip malls, and congested
roads. That nightmare will never
happen according to Cynthia
Albright, growth management
planner for Washoe County.
Albright has worked with local
residenu to develop a 20-yeaz plan
that wIll ensure the community
grows in a way that preserves its
nual character while providing
appropriate housina and adequate
public services.
Requuements handed down from federal and state regula-
tory agencies; regional economic, air quality, housing, and
transportarion boards; and an increasingly acrive public
have made this job even more challenging.
Literally thousands of local government organizarions are
embracing GIS tools from ESRI as a means of ineeung
Spanish Springs that was unsuitable
for development due to topography
or location in a floodplain or wet-
land. Next, publicly owned land and
existing housing were mapped. The
remaining land was suitable for
development. Maps showing these
areas were printed and used at public
meetings where planners and the
public determined where addiponal
housing, businesses, and other
development should be located.
If the community was allowed to Tlus information was digitally
grow in a haphazard fashion with no T'he fizst step in creating the plan entered in the GIS and the resulting
comprebensive plan, Spanish Springs was mapping all the land in maps were dishibuted among the
, qa ��3
Current Planning
Current planning requires evaluating present
conditions, identifying problem areas, and
managing change.
The mapping functions of GIS illustrate relationships
between various parts of the community to planners
and residents alike fu more easily than paper maps
or design guidelines.
Comprehensive Planning
Comprehensive planning is an ongoing process of
goal setfing and problem solving. ESRI GIS sofiwace
supplies a suite of powerful tools to capture, inte-
grate, and Ieverage large and dispazate data sets.
These tools help planners analyze problems more
quickly and thoroughly, formulate solutions, and
monitor progress toward long-term goals far the
communiry.
It is no wonder tha[ ESRI's software solutions have
been adopted by more planning agencies than any
other GIS software. By integrating and organizing
informafion spafially, planners can get a bcoad view
of the current situarion and moie accurately assess
the future. GIS software lets you analyze more
scenarios more quickly, giving decision makers
more choices.
County agencies responsible for building
Spanish Springs' infrastructure—the roads,
sewers, pazks, schools, and other public
faciliues—that future residents would need.
Based on these maps, each agency determined
where and when new facilities should be built.
Using GIS, new information and changes in
plans are easily incorporated in the master plan.
The County c2urendy revises the plan for
Spanish Springs every five yeus to accommo-
date the growth and changing concems of the
community. "The personality of the valley
changes as it grows,° says Albright. GIS makes
it easier to plan for that a owth.
OEYELOPYENTSURABILRY �
_-�-- ❑-- . _ . �
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.�._�. o—_. ��
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°__ _ �.s
`� �
ESRI for Bui►ding
and Safety Professionals
The mission of building and safery professionals is clear:
promote an acceptable coznmunity environment for citizens
and protect the public interest during the development of
pzoperty. The needs of maturing and emerging cesidential
neighborhoods must be balanced with those of business and
agricultural areas.
Meeung these needs involves permit assistance and uack-
ing, field inspection, code enforcement, and policy develop-
ment for community design standazds.
Case Study
Building departments worldwide use ESRI's GIS softwaze
with custom solutions from established business partners to
solve these problems. This enabling technology allows
building and safery peLSOnnel to xeview emerging trends
while streamlining business processes and maintaining good
service levels.
Administrative Support
Building officials must answer the public demand for less
bureaucratic red tape as well as help create livable and
sustainable communities.
ESRI has a complete suite of affordable GIS softwaze
solutions for geographically managing, analyzing,
mapping, and reporting information. GIS can be used to
review policies such as establishing moratoriums or
identifying areas of substandazd building construction.
Using ESRI softwaze with leading business partner
solutions shortens the development review process and
can improve the overall performance of the department by
more efficiently hapdling projects.
Community Development Land Use/Permit Management System
The City of Aspen and the County of
Fitkin, Colorado, combined forces to
create a land use and pernut man-
agement system that coordinates the
building permit process with othex
government departrnents. The
system routes the approvals of
departments and confirms the
completeness of requirements prior
to permit issuance. The system
creates management reports of time
spent and fees charged for building
pemrits and inspections. Managers
can use reports to evaluate stafLug
levels and compile reports for
budget requests.
ArcView� GIS software was used to
integrate information and provide an
easy-to-use interface that allowed
staff from all departments to query
the system on the status of requests.
Coordinadng efforts across the
organization avoids procedural
"train wrecks."
Planning staff use the system to
manage the building permit process
more efficiently. Cost savings
estimated at appro�mately 575,000
w1ll be realized duough more
efficient use of existing staff while
maintaining the present level of
sernice to citizens. The system also
aids in long-term planning. Five-,
seven-, and ten-yeaz projection
reports on the development potential
for various regions in the City and
County can be generated.
The system incotporates functional-
ity from several pro�ams. Fden
Systems Permits & Inspections,
IlVFORD� Online relational
database, and GIS mail merge
appleis ue linked to ArcView GIS.
ArcVew GIS uses spatial data from
ARC/INF0 generated shapefiles.
Hardware for the system consisu of a
q c�,��3
Permit Assistance and Tracking
Effecrive counter technicians aze vital in developing a
positive image for youi departmenf with developers,
business owners, and community residents. Public
informauon counter applications developed using
ESRI softwaze let counter personnel rapidly retrieve
accurate infoimation for topics ra�ging from pazcel
size to school dis[ricts.
ESRI soluuons automate many of the most time-
consuming and labor-intensive tasks. Building a�d
plan check fee calculations, address assignment, and
report production can a11 be handled rapidly and
accurately using GIS. Projects can be tracked
throughout their life cycle and progress and fees
monitored.
Field Inspection and Routing
ESRI softwa� teanied with business partner solu-
tions ca� efficiently ioute inspectors and speed
coIlection and entty of infornnation from the field.
Use GIS to coordinate the collection of all rypes of
data from field inspecfion notes to letters and other
communications. More effective routing and
reporting means more productive field work and
reduced work backlogs.
Code Enforcement
Effeclive code enfotcement preserves community
aestheucs and enhances property values. ESRPs
GIS tools enable building officials to respond
proactively and prevent neighborhood deterioration.
Complaints, parcel information, past work orders,
demographic Yrends—GIS can process all these data.
Quickly generate maps and reports for presentations
to community groups and elected officials. ESRI
prwides powerful analysis tools so building
officials can maiutain and improve the quality of
communities through code enforcement.
Sun'" SPARCServer 20 with a
Solaris NIS+ network operating
system. Future enhancements to
the system will use Eden Systems'
InFomm Gold, an end user product
written in Delphi3 from Borland.
InForum Gold embeds MapObjects
in the application.
The Community Development Land
Use/Pernut Management System
promotes fair and effective reaula-
tiott of development throughout the
City of Aspen and Pitkin County.
As part of an enterpnsewide GIS
approach,thefollowing
departments aze expected Yo use the
Land Use/Permit Management System:
�Y/COU�Hy Community DeveloPment Deparh�mt
G�h'«�H EnvirohmeMel Meakh Departmeryt
Olh' and County Fi�q�e . _ _
. Cwmry Us¢ Tax
c:ey ware, oe�;e,�„i -
Clly a�W ppuMy Attoryi¢ys
cfi' � C�b E+g�neers
e-spe� Cre qarsnan
a�r� awmer sne�n
Cn1M�Y IlaLLS7n9 OIGea
CKY a�M CweHy Gerks
g9-�' 13
ESRI for Engineering and
Public Works Professionals
Public works and engineering professionals keep our
cities and counties moving. They maintain land records,
keep traffic flowing, design utili[ies, and protect the
environment. These complex and crucial tasks reqUire
powerful and sophisticated tools.
ESRI ptovides the GIS softwaze tools infrastrucYUre
managers need to map, plan, and analyze. Historically,
engineers and public works professionals have embraced
technological advances to build a more effioient infra-
etructure.
Survey Mapping
ESRI softwaze can integrate e�sring CAD files with oflier
spatial and tabulaz data and let you maintain data cen-
trally. This makes data sharing between deparUnents easy,
and allows projects, whether public or private, to be
tracked throughout the development cycle. The integra-
tion of GIS into traditional cadastral and survey mapping
leverages the latest in advances in geodeYic control
through use of
• Coordinate Geometry (COGO)
• Remote Sensing
• Pho2ogrammztry
• Digital Orthophows
• Global Positaoning Systems (GPSs)
Traffic and Street Management
Designing and maintaining street networks is a complex
and serious responsibility. Local govemment agencies
use GIS to plan and manage all the myriad of tasks
required to maintain safe streets.
Maintenance and Service Program
Management
Local governments can use GIS to schedule and route
crews for tasks such as graffiu abatement, weed control,
road repairs, and tree trimming. Easily hack [he status of
infrastructure components, prioritizejobs, and create
efficient work plans and routes for crews.
ESR! supplies
salu[ions far more
public works and
engineerin,;
disciptmu tharz
any other mapping
or an¢l�sis
software avaitabEe.
ESRI provides the next step in the evolution of infrastruo-
ture management technology whether you aze ]ooking for
accuxate mapping tools, moving beyond haditional
computer-aided design (CAD) tools, ox integrating
modeling into your master plans.
qa �'�
Case Study
Association of Oregon Counties Shares Road
PYOgram Infornzation
The Association of Oregon Counties (AOC) was organized in 1906 by
a group of counry judges interested in providing a fomm for informa-
tion sharing and consensus development.
The AOC is using the latest technology to conunue trris tradition of
information sharing. The orgauizarion fias developed a MapObjects
GIS viewer that maps data from the Integrated Road Information
System (IRIS) prog��axn. IRIS provides inventory, management, cost
accounting, and maintenance information for county roads. In
addition to providing customized maps showing informarion from all
IRIS modules, this MapObjects application lets counties export tabulaz
data as shapefiles for inclusion in individual county geographic
informarion systems.
The Windows version of the IRIS program, developed using V'isual
Basic 5 and Access, has fo�n Yext-based modules: Road Inventory
System, Pavement Management System, Cost Accounting System,
and Maintenance Management System. _
The Road Inventory System has 42 different feaNre classes such as
surface types, miles of roads, and culverts. Roads aze broken down
into management sections of one-quarter to one-half mile of homo-
geneous pavement, This module provides detailed descriptions of the
road network.
The Pavement Management System uses an indexing system with a
scale from one to 100 to rate the condiuon of each pavement section.
The Cost Accounting System tracks costs on an acuvity basis and
provides predefined reports, customized reports, and an integrated
spreadsheet for graphing capability.
The Maintenance Management System lets users define activities and
relate them to resources available and estimated cost to lef public
works departments plan more realis6cally.
The GIS module uses AutoCAD� files or ARC/INFO street network
files and integates the informarion from the other four modules.
Information for each seament is color coded. Point data conceming
signposts, accidents, and other informaAOn can be displayed for each
segment.
The entire GIS map viewer is data driven. Maps aze created to order
by users. The module presents users with a menu of all available
fea[ures. Users pick the features of interest, and the program generafes
a map displaying just these items. The overhead on the machine is
lowered because only specifically requested items are queried and
displayed.
"The big things were, first, the
speed of MapObjects. From a
display standpoint, there isn't any
product out there that can touch
it. Second was that approxi-
mately 80 percent of the counties
that were going to be using the
program were already
ARC/INFO users. "
L¢rry Harker,
IRIS Manager for the
Associarion ofOregorz Counties
��-���
Getting Started
ESRI Software Can Grow with Your Needs
ESRI's family of
integrated sofiware
solutions lets you
tailor the scale and
complexity of your
GIS to your needs
and budgez.
Project GIS
Ohen, GIS starts in one department on a stand-alone
� � personal computer. ArcView GIS is ideal for project-level
mappang and analysis and can be linked to other personal
computei applicauons. Out-of-the-box functionality and
, . easy integration of data sources mean you can be up and
running in a short time.
Departmental GIS
—
,
���ti■■�,
- T � ��-
Success with one project usually leat3s to more projects
within a department. ESRI lets you integrate data from
different projects and legacy systems. ArcView GIS
funcaons both as a stand-alone applicaaon and as a cliene
on a network. Data can be maintained centrally in
ARC/INFO.
Enterprise GIS
Link GIS applications throughont your organization for
enterprisewide GIS. Realize economies of scale by
maintaining GIS data sets centrally. ArcView GIS and
MapObjects provide customizable, ieadily accepted
interfaces for applications. For lazge geographic data sets,
Spatial Database Engine'" (SDE'") gives all users in the
organizauon rapid access to geospaual data.
Societal GIS
Shaze data and applicarions across govemment Intranets
or with the public on the Internet using ESRI's Internet
Map Server technology. ArcView Intemet Map Server
lets you publish any ArcV ew GIS map quickly without
any programming by using MapCafe°', a ready-to-use
Java applet. Completely customize Intemei map applica-
tions using standazd pr bac�amming environments such as
V�isual Basic with MapObjects Internet Map Server.
rqq���
s,�
Societal GIS for Local Government
Map Your Community on the Internet
The Internet is changing the way local governments do
business. More and more communities aze embracing
ESRI's Internet Map Server technology to extend govern-
ment services. Combining the power of Internef and
GIS technotogies, governments provide vital informadon
to citizens, consultants, and businesses 24 hours a day.
Spatially enabled local government Web sites improve
wstomer service and help create a more productive,
e�cient, and open organization.
ESRI on Your Intranet
Many govemments aze discovering how effectively they
can shaze information tluoughout the organization using
GIS on an Intranet. ESRI's Intemet technologies aze
quick to assemble and deploy, incorporating standard
interfaces and progamming environments to create
applications that deliver spatial data tluoughout an
organizaaon.
ESRI products work together
sharing data sources with the right
functionality for your needs today
and tomorrow
Public I»formation Services
L,ocal govemments can use Web sites with mapping
capability to
• Educate the public on counry and municipal policies.
• Provide standard maps such as zoning and the
General Plan.
• Extend demographic statistics.
• Provide developmenE status reports.
ESRI solutions improve customer service contradicting
stereotypes of bureaucratic unresponsiveness.
Economic Development
An effective Web site with either MapObjects or
AccView IMS applicafions can serve as a virtual communiry
brochure. GIS-enabled sites can offer property seazch,
regional attraction, and real estate site selector applications
that encourage businesses to relocate and tourists to visit.
�9-8�3
Case Study
The City of Ontario Uses the Web To Empower Citizens
The Ciry of Ontario,, Califomia, teamed GIS technologg
with the Web to provide quick, easy access to City
government information. This new way of empowering
cirizens g�ew out of a simple question Ciry staff kept
hearing over and over againi "Where do I vote?"
On election day, the Ontazio lib�ar3� staff weie routiaely
inundated with phone calls from residents needing to
know where to vote. These callers had lost the sample
ballots that included the address of their local polling
place. In 1994, a stand-alone ArcView GIS application
was developed that helped librariaus look up polling
inforxnation more easily.
However, for the election of November 1996, the GIS
Departsnent had a more ambitious solution. The GIS staff
developed a simpledynamic mapping application for the
Web using MapObjects and MapObjects Intemet Map Server.
This application uses a person's address to deternrine the
conect polling place, then presents the address of the
polling place along with a map of its location.
residents calling for informaUOn was tremendous.
The four employees assigned to help people find
polling places fielded 400 phone calls in four hours.
This application was developed for public access via the The polling place applicafion was just the beginning.
City's Web site, for City staff query from the City's The GIS Departrnent has developed applicarions for
Intranet, and for Ciry Clerk employees who answered Pazcel search, site selection, and development status
public phone calls. The total time to develop the applica- information.
rion was four days.
Improve public access to local
Though the number of hits to the City site was not 9overnment information and services with
recorded, the savings in time for City staff helpang Internet applioations such as
• Parcel search utility—Use a sheet address to find
pazcel infotmation.
• Site selector—Seazch for sites suitable for
development.
• Development status utility—Get information
about current status, start date, and compledon date
foi a project.
• Infrastructure utility—L,earn what kinds of
utiliries are available for specific properties.
• Eleeted officials—Deteraiine the elected repre-
sentarive on the federal, state, and local levels for a
b ven address.
• Environmental distriots—Search for floodplain,
geoloa c hazard azea, or endangered species infor-
mation by location.
,�`�
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Data Sources
Data aze perhaps the most crucial consideration when implemenfing a successful
GIS program. Foriunately, GIS strategies can incorporate data from a variety of
sources. These ittclude utilizing in-house staff, third party data providers, and
govemmental sources. Another often overlooked data resource is the legacy infor
marion created by an organizafion over the years. To decide whether or not these
sources meet your needs you must consider your budget constraints, accuracy issues,
source, currency of data collected, and finally how the data will be maintained.
Data Integration:
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Bringing ItAll Together
Local governments use GIS to diiectly access and manage
data. It has been estimated that 80 percent of all data
contain a geo�aphic component—a sneet address, ZIP
Code, state, or county locauon—that can link it duectly to
a map. ESRI sofrware can map tabulaz data in Access,
dBASE, FoxFro, ASCII, INFq or any SQL or Open
Database Connecuvity (ODBC) database. Governments
can levenge their investment in data by bringing the data
together in new and exciting ways.
In addi[ion to accessing data from tabulu databases, data
can be added using scanning and digitizing. ESRI
software tools make modifying or updating data easy.
Powerful geocoding featares automaucally plot street
addresses on a map and manage incorrect or misspelled
addresses. ESRI's ArcData�M Publishing Program
provides a wide variety of ready-to-use, high-quality
data sets from the world's top commercial data publish-
ers. In addition to commercial data sources, image data,
CAD drawings, GPS data, photoa aznmetry, and data
converted from many industry-standard and govern-
ment-supported formats can be readily incorporated in
the GIS.
99-8�3
Integrating Computer-Aided
Design Software with GIS
Local governments use ESRI softwaze to take
advantage of theii investments in CAD software,
data, and training.
ArcCAD software is designed far the engineering
professional who needs the power of GIS embedded
within the AutoCADm environment The full tool
set of AutoCAD can be used foi data crearion and
editing, while ArcCAD adds analysis capabilities
such as buffer and overlay tools.
ArcView �IS, ESRPs desktop GIS solution, can
utilize CAD drawings, images, SQL databases,
ARC/INFO coverages, and many other data sources.
This Windows-based application includes a CAD
Drawing Reader, which direcUy reads AutoCAD
DWG, MicroStafion° DGN, and DXF files.
Optional ArcView GIS extensions provide
Chree-dimensional visualization and easy
Internet publishing fox CAD data.
ARCJINFq ESRI's full-feamred professional-level GIS,
can read and write CAD data in DXF and DGN formats.
Layer/Level, handles, and entiry type attributes of CAD
data files can be used within a GIS environment. The
ARC/INFO Open Development Environment (ODE)
supports the use of Visual Basic and other standazd
development tools. Local govemments can urilize their
existing investment in CAD databases with the analytical
and data management tools of GIS.
SDE, an object-based system for managing large geo-
graphic data sets, provides very fast retrieval of spatial
informarion. With the addition of SDE CAD Client,
MicroStation or AutoCAD applications can become
clients of SDE as well. With SDE CAD Client, CAD data
aze made available tluough SDE to other non-CAD users
in the organization.
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The ESRI Family of GIS Solutions
ESRI has solutions that range from the desktop to the
ente�rprise level. Bach product is geared to a particular
technical environment, but they work in an integrated and
flexi6le manner designed to provide just the right soft-
ware for your needs today with the ability to scale to meet
your future needs. A common data struc[ure is the
foundation of this compaubility.
ArcView GIS
ArcView GIS, Yhe world's most poputar desktop GIS and
mapping softwaze, places mapping and spatial analysis
capabilifies at your fingertips. ArcView GIS is easy to
learn. Optional extensions add unprecedented power for
geographic analysis on the desktop.
Left: The ArcView 3D Analyst'" eztension lets
you see all the dimensions of your p[an.
Be(ow: M4nage sfreet mainten¢nce usang
ArcVew GIS.
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ArcView GIS Extensions
ArcView GIS sofiware's extensible design
makes it easy to add new capabilities when
you need them. These optional extensions
are plug ins to ArcView GIS that you can
load and unload while you work.
ARC/INFO
ARCJIlVFO is the de facto pxofessional GIS in industry,
government, and academia. Use ARC/INFO to automate,
modify, manage, analyze, and display geographic data.
Based on a relational design, ARC/INFO provides hun-
dreds of sophisticated built-in funcrions foi sharing and
processing geogaphic data, plus optional, fully integrated
extensions for perfomung specific tasks. ARC/IlVFO runs
on a variety of hardware platforms including Windows NT
computers and LTNIXworkstations.
ARC/INFO Extensions
Extensions aze fully integrated software packages that
enhance the ARC/INFO data model to support specific
applications. These optional programs provide addiaonal
modeling, analysis, graphics, scanning, and data manage-
ment functionality.
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Spatial Database Engine
Spa[ial Da[abase Engine (SDE} is a high-performance
universal spatial servex matched with appropriate client
software for each rype of user. Designed with a
cooperative client/server model, SDE has been optimized
to provide best-in-class retrieval of spafial, CAD, and
image data. Using SDE you can manage millions of
spatial features in commercial database management
systems (DBMSs) such as Oracle, Microsoft SQL Server,
IBM DB2, INFORMIX, and Sybase.
SDE CAD Client
SDE CAD Client wocks with AutoCAD or MicroStation
to allow you to store and retrieve CAD and GIS data
from an SDE server. The dialog interface allows you to
store objects from inside the host CAD program. Spaual
and database queries can be performed on SDE features
and CAD objects.
ArcCAD
ArcCAD software brings the functionality of
ARC/INFO softwaze to the AutoCAD environment,
providing comprehensive data management, spatial
analysis, and display Wols.
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PC ARC/INFO
PC ARC/INFOm software offers sophisucated GIS
software tools for the creation, editing management,
aualysis, display, and mapping of geographic information.
Data Automation Kit
Data Automafion Kit (DAK�') complements desktop
mapping software by providing high-quality
digitizing and data editing, topology creation,
data conversion, and map piojection capabilities.
Internet Map Server
technology from ESRI
lets you easily use
data and applications
together across your
organization.
ESRI:
A Company for the 21 st Century
FSRI, world leader in the rapidly expanding field of GIS,
has over 1OQ000 client sites worldwide. ESRI was
founded in 1969 by Jack and Laura Dangermond as a
consulting fum. It continues to be privately held and
offers a complete suite of GIS softwaze products; services
to plan, implement, and maintain your GIS; and a wealth
of data sources to power your GIS.
ESRI's reputation is built on decades of experience
helping busi�esses and organizations solve real-world
problems using geo�aphic information.
ESRI continualIy strives to improve its producu and
services. ESRI's sofrwaze is s aanificantly more advanced
than competitive products in both functionality and
quality. Substanrial sofiware enhancements, new product
features, innovative trainina courses, and continual
application development services make ESRI your best
choice for GIS today and tomorrow.
"ESRI's ultimate goal is to
provide you with a system that
will help you accomplish tasks
faster, easier, and better than by
using any other system. "
Jack Dangermond,
ESRI Founder mrd Presrdent
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ESRI-Olympia
360-754-4727
For more than 25 years ESRI has been helping people manage and analyze geographic information ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS clienUserver
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and build success with GIS.
Corporate
ESRI
380 New York Street
Redlands, California
92373-8100 USA
Teiephon e: 909-793-2853
Fax 909-793-5953
For more mformaUOn
call your
local reseller or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inqwnes to
info@esri.com
Visit ESRI's Web page at
www.esri.com
Australia
61-89-242-1005
Belgium/Luxembourg
32-2-460-7480
Canada
416-441-6035
France
33-1-46-23-6060
Germany and Switzerland
49-8166-677-0
41-1-364-1964
Hong Kong
852-2730-6883
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ESRI
Regional Offices
ESRI-Minneapolis
651-454-0600
ESRI-St Lows
314-949-6620
ESRI-Boston
978-777-4543
ESRI-Alaska
907-344-6613
.._
ESRI-California
909-793-2853 a
ext.1-1906 �
ESRI-Denver
303-449-7779
International Offices
India
91-11-620-3801
Italy
390-6-406-96-1
Netherlands
31-10-217-0700
Poland
48-22-825-9836
Singapore/Malaysia/I ndonesia
65-735-8755
Spain
34-91-559-4375
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ANOSOMIO/98p[
ESRI-Washington, D.0
703-506-9515
ESRI-Charlotte
704-541-9810
ESRI�an Antonio
210-499-1044
Sweden
46-23-84090
Thailand
66-2-678-0707
United Kingdom
44-1-923-210450
Venezuela
58-2-285-1134
Outside the United States,
contact your local ESRI distributor.
For the number of your distributor,
call ESRI at 909-793-2853, ext. 1-1235,
or visit our Web site at
www.esri.com�nternational
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Economic Development
GIS Solutions for Development, Redevelopment, and Housing
for State and Local Government
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ESRI'M GIS Software:
Creating a Better Future
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localgov -
Building Sustainable Communities
To ensure the establishment of economically healthy and sustainable communifies,
state and local governments must foster economic development while pursuing
strong redevelopment strategies.
Using these twin strategies, communiues
can preserve the quality of life and build
an economic base for the community by
Attracting new businesses
Retauring existing businesses
Establishing affocdable housing
Economic development and redevelopment professionals must identify the issues
facing the community, develop strategies to deal with these issues, and build the
consensus that will allow government to unplement these strategies. All these must
be done swiftly before the economic and polidcal climate changes.
Why Use G/S to Promote Economic Development?
By centralizing all the information abou[ your community, geographic information
system (GIS) softwaze speeds the process of analyzing data and recognizing trends.
This lets decision makers develop more strategies more quickly.
Use the same business management and mazketing tool chosen by hundreds of
dynamic and successful companies: GIS softwue from ESRI. Below aze just a few
of the many companies that use ESRI softwaze to locate customers, target advertising,
and choose new sites.
• Chase Manhaftan Bank
• Gold's Gym
• Levi Strauss
• Miller Brewing
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ESRI GIS for Economic Development
Building Economic Health
Encouraging economic development in a community means
balancing a variety of activities—attracting new business,
retaining and expanding exisUng businesses, and pursuing
development intelligently—to cieate jobs and
establish a strong financial base. The competi-
tion for tas dollars and high paying jobs is fierce.
Every agency must develop a strategy to woo
potential businesses.
What must state, county, regional, and local
govemments do to ensure theu region is the fust
choice of businesses? Demonstrate the unique
strengths of their community.
ESRI sofrwaze solu6ons speed analysis and
streaznline processes allowing governments to
arrive at wel:-informed decisions quickly. This
gives GIS-enabled jurisdicuons an advantage in
the competirive azena of economic development.
Geography Matters
Location is everything! To sell a location, beneflts such as
availability of transportation, infrastructure, educational levels,
ffained workforce, tas incentives, grants, or other factors must
be identified and emphasized.
"��-,cortornic
cfe �>elo,anaen7
is aFiout
crecrting Ycealth. "
—derry Heeaerson
Cairfomia DepeCmen[ of
Tmtle and Commerca
GIS Provides More
Tools for Promotion
GIS can augment the traditional tools of economic
ESRI sofrwaze solutions offer the right tools to analyze and development—brochures, chamber presentations,
present this information to prospects. The core of GIS technol- �d videos—with analysis and graphics that make a
ogy is its ability to bring information together at any scale from compelling argument for a region. Use GIS to
lazge to small to allow for more informed decisions. strengthen ptomotional materials for
• Toudsm
• BusinessAttrnction
• Downtown Revitalization
• Redevelopment
• Housing Programs
• Communiry Development Block Grant
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OsedwithpemussionofB[vePlanetPub[ishingCompa'ry, �
Boarze, Narth Carolma
The Deparhneni ofEcorzomec Deve[opment for Loudoun Counry,
Vrginiq maps travel rimes to key reg�om[ desrinations.
Economic Gardening
Proactive Role
Attracting businesses to an area is just one side of the economic that cannot offer tas rebates and other incentives to lure
development coin. Nur[uring existing business is the other. businesses can unprove their tati base by playing a more
Economic gazdening, the catch phrase for this economic proactive role in retaining and expanding businesses that
development strategy, posits that state and local governments are already located in the area.
Know Thyself
Putsuing economic gazdening requires an inventory of existing sell worldwide. These types of businesses biing new money
businesses. Use GIS to gather and analyze data on area busi- into the communiry. By focusing on companies that show
nesses. Not all companies show equal promise. Manufacturing potential for generating revenue and jobs, the return on an
firens can grow to employ hundreds and, with the right product, investmen[ in economic development can be maYimized.
Geographic lnformation /s Power!
Geographic information can give businesses the power to grow. their existing and potential clients, and recognize new
By using GIS to help companies understand their competition, opportunities, existing businesses can thrive. GIS by ESRI
improve mechanisms for routing or delivering products, identify is an investment in everyone's future!
Case Study
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+ tliatAicV'xew'" BpsinBss Anatys[ can hel'p the Ciry `'
�and `analgze'data that w�1 help busin'esses iri the�area gcow. �
s extension, the City caa easIly track demographi'es, incorpo-
ting data, perform site analysis, and integrate commercially
available data sources to more effectively analyze potential
mazkets: Arcvew Business Analyst leu Lake Elsinore
incorpocate more data from different sources so the City can
make sound decisions today and better long-terms plans.
Arc�ew Business Analyst, wLich comes with high-guality,
ample data from GDT, UDS, Metromail, and Dun &
Bradstreet, is task-oriented and allows users to be pioductive
right out of the box.
"What we wanted was a system that offered informational
nourishment to our local businesses so they could flourish.
And what we liked best about Are�ew Business Analyst is
the vatue. It is cheaper to bny the softwaze than it is to
zestrucnue or create a marketing campaign," says Mazlene
Best, assistant to the City manager.
z� cuy �ra� �r,are, c��.
rsesAreView BusinessMdyst ro help
a.vn am;nerses grow
ESRI GIS for Redevelopment
What Was Old Is New Again!
Through the redevelopment process, ciry and county govem-
ments can eluninate blight from designated areas, achieve
desired development, and rehabilitate residenpal, commercial,
indushial, and retail azeas.
Redevelopment breathes life into parts of the community
suffering from social, physical, environmental, or economic
conditions that discourage new inveshnent. Redevelopment
project areas receive focused atten6on and financial investment
to reverse deteriorating trends, create jobs, and revitalize the
business climate.
can be seen. On an ongoing basis, GIS can be used
GIS solutions from ESRI give redevelopment agencies powerfiil to monitor and demonstrate progress in achieving
tools to manage redevelopment projects. With GIS, agencies project goals. Using GIS, agencies can graphically
can identify problem areas and quantify the problem as well as illustrate information about a project azea to
administer the project. By integrating all the data about an area citizens, govemment agencies, potential investors,
with GIS, otherwise hidden strengths and potenual for the area and business.
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,o�Marke�(SaMaa;area;is aalisi�ing,�cli:verse N., -�
ood in San Francisco Californ�a�, wi�th over� Y � KK
1 ,.ra,i x.�>e,e�>a�..rsrm. > »s;x�..v,��
1 busmesses from traditional manufacuuing to ';"`
' filminaking: Wiffi"a nev✓'ba"seball`stailium; Coriven'tion `"'' ° '
Ceater,rSony EnTertauunent Complex, and increased� t
iesidential depelopment, it is a1so,San Prancisco's,fasCest ,.
growing neighborhood. The areattaslustorically served
as an incubator for sma11 businesses and emerging
industdes.
This local economic development tool integrates building
information and photographs, data on e�sting businesses, local
economics, demogaphics, transportation, and real estate broker
information using Arcvew GIS. The easy-to-use interFace
allows users with no GIS experience to locate available spaces.
The user inputs seazch pazameters such as building size and
type, maximum sales price or reny and prefeaed neighborhood.
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The application provides useis with reports, suwma-
ries, and maps detailing currenUy availaUle commer
cial spaces with the types of business, infrastructure,
and amenities surrounding these locations. WheTher
leasing or buying, entrepreneurs can site new busi-
nesses in the most promising locations using the
Affordable Space Locator Service.
"�]C $011i}I Of M2tiCEt I' ($�� a nonprofit Arorzprofit orgaumeon irz San Francisro, Califomiq uses
ArcView GIS m help busvressu lacate availab[e commerriai spocz
corporation dedicated to promoting economic develop-
ment, has created the Affordable Space L,ocator Service,
an application that assists small businesses in locating
commercial space for sale or lease.
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ESRI GIS for Housing
Revitalizing Neighborhoods
GIS sofrware from ESRI provides powerful tools to assist housing profes-
�5:�; S�ftt^�tti'e sionals in creating and maintaining livable communiries. Timely and
comprehensive information on the built environment allows for better
Cosat� of {rt�t�,s�;,. So��th Carohrux pplicy deClSlons.
Cia} o f GScnad{vr, A� fZOfla
eay �; t,;,z, f�•�rne. cai�ro.,ua Traditionally, project locarions wece plotted on pin or paper maps while the
G,unr� of �'utrorr. GE�rK=o data, image, and other support documents resided in sepazate files. Today
C n.r^ti ul hrab L'[aJa
local governments use GIS to centraliZe project information by pulling
together database records, photographs, and other documents and linking
ar�; o� t<:. a�a,:;e ceor�r� �em to reai-world locations. Pxojects can now be analyzed by location in
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Property Management
GIS is well-suited for property management tasks such as analyzing
information on building age, valuation, and income levels to plan relocation
areas or low-cost housing projects. By identifying districts that could
benefit from housing assistance, pxogram administrators can determine how
best to distdbute those funds.
Ctr �PS«r� t�t�eo, C<:7�f���a:� BY using GIS with demographic data, housing professionals can better
assess the needs of the community and communicate those needs to federnl
sr«r� of c�wh ynd state agencies. This information can be used to qualify ateas foi
sr2r�- o/ u��>war Communiry Development Block Grant funds and other federal funding for
lower and moderate income households. Special services can be targeted to
special needs populations—those with physical or mental disabiliries, non-
English speakers, the elderly, and the homeless—using census and wmmer-
cially available demographic data.
Public Finance
GIS solufions from ESRI let local governments
relate dollazs spent to geography for better
management of public finance functions. GIS
helps governments mazshal the data necessary to
convince voters to issue bonds as well as make
compelling arguments to entice private sector
investors to invest in projects.
Using GIS, the benefits of tax incentive or grant
programs can be gauged through measuring sales
ta� revenues genet'ated oz capital improvements to
specific districu or project azeas.
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Adding GIS to Your Plan
Government agencies can use GIS as a
management tool to gather information and
process data and act more quickly.
Using GIS for
Economic Deve/opment
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, . ��mproves project, aranagem�nL'� � *
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Target Marketing and
Site Selection
Use GIS software from ESRI to analyze demographic data,
tra�c counts, and information on available real estate to
quickly show companies where to locate their businesses in
your communiTy.
Identify azeas with low and moderate income households so
assistance programs can be tazgeted for ma�cimum bene£it to
the community.
Demographic Profiling
ArcView Business Analyst can help build more viable
communifles by helping existing businesses find
wstomers. ArcView Business Analyst provides out-of-
the-box answers to questions about market conditions
with data on demographic, street, and business data.
Easy-to-use wizards walk you through the steps needed
to analyze the data for your cotnmunity.
Project hacking
ESRI GIS softwaze provides the best solutions for
tracking housing and redevelopment agency progams
such as rental assistance or enterprise zones. Link maps
and databases with images, such as photographs or
blueprints, to tell the complete story of a project as it
develops.
Summari¢e uMerlying demagrapfi�es around potential sites for new smses
to he1P businessu find the mos[ pmmesing loeanorzs.
GISP�k a[Z rypes ofda+a—mbles, maps, P�:os, and :est—m%etMc
ro A �� A
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Buildinq on Success
Project G/S
Economic and redevelopment strategies grow from a series of
focused projects that contribute to an overall plan. Successful
GIS progams often follow the same approach. GIS provides
the most effective way to organize, add, review, and manipulate
a region's data sets.
Departmental GIS
Because ESRI software soludons work together and can use
data in many formats, databases developed for individual
projects can be shazed throughout a department. This allows a
departsnent to build on the success of each individual project
and enhances the overall effecuveness of the department by
providing analysis and information that may not normally be
available or integrated.
Enterprise GIS
Sharing data and ideas does no[ have to stop at the
depar[mental level with GIS. Data from various disci-
plines, such as planning, building, engineering, public
works, and finance, can be combined. The infrashvcture
of a neighborhood can be viewed and analyzed as a whole
to develop a long-range plan more intelligently.
Societa/ GIS
Government agencies have long realized that the involve-
ment of the public in the decision making process not
only provides added perspectives but also promotes the
consensus necessary to implement programs. Govem-
ments are using the Internet Yo help educate the public
about the government decision making process. GIS
Intemet applicafions help governments let the public
understand how decisions aze being made by allowing
them to interact with data on which decisions aze based.
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Case Study
GIS Projects for Economic Development
The Ciry of Cazson, Califomia is using GIS to implement its
proposed economic development strategy.
"There is no way to bring the information together and tell our
story without GIS," explains Lance Burkholder, the City's
economic development managet "In some cases, we have the
data, but without looking at geographical relationships and
presenting them graphically, they have little value. When the
Ciry first started its GIS in 1996, I recognized that it would be a
great tool for business development."
"There is no u��5° �o brin� �ne
informa� cr togeth�r an � �e�i
oL� siC)SY Cv2T,�l�i�i �r�� ..
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The first phase in the project has been gathering-&ata. - "It is ,- _. „,,,,....�---
, ...��t�` ,, �
impressive how much information we already had Be�ueen�•--��� �°^r° �,� ',� � a }� �
census data, business license records, county assessoz records ; � � ; � # � � � �° � t ��
,, s yf , , ` ; � e
and all of the information used for other purposes'already in ouc . � � f
GIS, the picture becomes fairly complete,"notesL�lex-12occa �` F ,'� 3 ��
Cazson's GIS specialist. "Now we aze loolang to bnng them; , , � � � L � � � � � �; �_
together." . , , ; ; �._-__� � ,. ,. „. ..=�- .. ,I- �� :
Using ArcView GIS sofriv�e, Rocco has developed�a s�ite+
locator that allows staff to describe the size, zqning,; co,�t, :
othei chazacteristics a business is seeking and ge�a�riap°�1
potential sites. "In the past, we've had no way to addressp
developer's request for a site unless we happened to laiow�
something. Now, I can seazch from my i3esk and g's�� an ;
immediate xesponse. Eventually, we would like to off�r tU
informarion over the Internet," says Burkholder.; ! i�
The City has a number of other azeas where GIS will as
economic development strate,gy. The Ciry' wants to cre�
database of businesses operating in the City by ysing
City business license records. Ttris would supplemenf i:
tion currently collected by the Private Industry Council,
Chamber of Commerce, and state agencies. '
The Ciry's GIS will be used to develop a wmprehem�i�
of the Ciry's economic condifion. A complete inventoi�
assets integrated with City demogaphics and featurescoi
used to shape economic development strateaes in man,y �
The City could assess ffie condition of commercial anil�
hial buIldings and identify those in need of retrofit to� �� -�
�:
the azea's economic viability. Business activities coi�
identified by type and azea Sales tac revenues could be
analyzed by census tract. Job seekers could find firms hi
Eme aQing industries in sectors such as hibh technology aze
those expected to show strong a owth in ihe next few years.
"Those industries prefer to locate in close proximity to each
other," Burkholder notes. "I will be able to quickly show a
prospective business that Carson has the clustering they aze
seeking. Simply pu[, GIS helps me do a better job of attracting
and retaining businesses in the City of Carson."
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Information Is Power—
Power Up Your GIS:
ESRI GIS solutions offer the ability to incorporate a wealth
of data sources from inside and outside your organization.
Data is available from federal and state agencies, state
clearinghouses, councils of governments, and local
govemment agencies. Much of this data can be obtained at
low or no cost or through data sharing agreements with
other jurisdictions.
With the gcowth of GIS t�as come an inccease in commer-
cial sources of GIS data. ESRI's ArcData� Publishing
progam provides a wide variety of ready-to-use, high-
quality data sets from the world's top commercial data
publishers.
Many data sources aze available on the Web. Use Data
Hound, a free service to help users locate spatial data
available at ESRI's Web site (www.esri.COm).
Another often overlooked information source is the legacy
data created by an organization over the years. These
existing data sets can be joined with others for use outside
the specific department in which [hey were created. For
example, by combining parcel data from planning with
business license records from the finance department,
revenue auditing can be more effectively conducted.
ArcData
The ArcData Publishing program provides a single
source for hundreds of data sets from leading
commercial data publishers. ArcData includes data
sets on demogaphic, health caze, and real estate.
ArcDafa Online
One-stop data shopping via the Internet. ArcData
Online, located at the FSRI Web sites, allows usecs to
browse and download files from a wide selection of
GIS data sets. This data includes both basemap and
thematic data.
Data Sources
7Fe AmData Pub[isidng program p>ovides a wide v¢nery' of
ready-to-use, high-qualiry data seu from comme�cial data vrndors.
, � �� �,��3
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Create a Virtual Brochure
for Your City
The Internet is changing the way local govemments do busi-
ness. More and more communities aze embracing ESRI's
Internet Map Server technology to extend government services.
Combining the power of Internet and GIS technologies,
govemments provide vital informaAOn to ciUzens, consultants,
and businesses 24 hours a day. SpaYially enabled local govern-
ment Web sites iraprove wstomer service and help create a
more productive, efficient, and open organization.
Many governments are discovering how effecUvely they can Beyond the benefits within the organization and to
shaze information [hroughout the organization using GIS on an constituents, developing a Web site can dramatically
Intranet. ESRI's Intemet mapping technologies are quick to increase your community's visibiliry. Information about
your community is directly available to potential
domestic and foreign investors.
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Economic Development
ArcVeEV`Itttemetld'apServer,Java"` HTM� c�eaYi
ko_. �. •>,�� �.�„,-0�a.��a�x�
'setecfio"n'and demograp`liicanaiysis tool that lers pr�
t �.xwx�,,,
��i6smesses<�nieracrivelyseazch�the�C?ty'�s'daYa6as'e f
sife, demographic, and eco�omic information.
assemble and
deploy,incorporat-
ing standazd
interfaces and
programnung
environments to
create applicafions that deliver spatial data tluoughout an
organization.
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development, ice , lacin"'Va`IPe o at flie
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�f mumcipa�ues pius5'ring new `businesses.
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The currency and availability of the information provided by
this applicafion gives Vallejo a competiGve advantage in
business attraction. Site information is available 24 hours a day
to anyone anywhere wifh access to the Internet.
Businesses frequenfly contact the Communiry Development
Department for site selection assistance. Before the develop-
ment of tlus application, office, industdal, and retail space
inventories were updated one or two times a yeav With the
Tnternet application, information on available sites, maintained
Uuough a partnerslrip with azea real estate brokers, is updated
constanfly. Brokers input, modify, or delete listing information
online. New properties are immediately mapped and included
in the database. Password protection ensures only bzokers can
II70� IIShIlg IIIfOIID3hOIl.
Businesses can search ors[ine for ov¢ilabl¢ space and obtairs
detai(ed information on properries.
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The ESRi Family
of GIS Solutions
��� ; ESRT has solnlions Yhat xange from the desktop to the
;�, �r �� y� enterprise level. Each product is geared to a particulaz
�� .y �%�� �` technical envuonment, but they work in an integrated
±t�.p `'� r ' e t5 °"' ay . fr " Nt
� q .� � and flexible manner designed to provide just the right
"x�' �� sofrwaze foi your needs today with the abiliry to scale to
�* �,E.,�t� ���_`".°� meet pour future needs. A common data structure is the
' �"� ' "``,�, foundation of this compatibility.
ESR!'s famaCy of irztegrated sofhvare promdes soluXons sm4d m a
,/urisdection's needs ¢nd budget
ARC/INFO°
ARCiINFO software is the
de facto professional GIS in
indusay, government, and
academia. Use ARC/IlVFO
to automate, modify,
manage, analyze, and
display geographic data.
Based on a relarional design,
ARC/INFO provides
hundreds of sophisucated
built-in functions for sl�aring and F
geographic data, plus opuonal, full
extensions for performing specific
ARC/INFO mns on a variery of ha
platforms including Windows NT�
and UNUY� workstarions.
Spatial Database Engine
ESRI's Spatial Database Engine'� (SDE"') is a high-
performance, object-based spatial data access engine
implemented in several commercial relational database
management systems (DBMS), such as Microsoft�',SQL
Server'�, Oracle�, Infozmix�, Sybasea, and IBM� DB2�,
using open standazds and true clienUserver arclutecture.
Manage millions of spatial featuzes at higher speed than
any other spatial technology on the mazket today. SDE,
and SDE CAD Client enables spatial daia to be fully
integrated into an organization's enterprise information
technology environmettt.
r �1
� t
�.
� (hrough the
a snidy nren
MapObjects Professional
ArcView GIS
ArcView GIS, the world's most populaz desktop
GIS and mapping softwaze, places mapping and
spatial analysis capabilities at yow fingertips.
ArcView GIS is easy to leam. Opuonal extensions
add unprecedented power for geographic analysis
on the desktop.
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ArcView Business Analyst
Easy to use and packed with high-quality data,
ArcView Busirzess Analyst can make a city instantly productive.
ArcView Business Analyst is the ideal tool for "business of
government " Use Uris powerful extension to develop commu-
nity profiles for long-range planning. 111e analytical and
mapping capabilities of ArcView Business Analyst aze useful in
attracting new business and assisting existing businesses.
The ArcView Business Analyst package includes
• Business data (LJDS, GDT, and Metromail)
for the United States
• ArcView St�eetMap'� softwaze fox narionwide street
network data
• QMS� geocoder, for mapping addresses from databases
• PresenTable�, report writer
• ArcV�iew Network Analyst for routing and drive-time
analysis
Add custom mapping and GIS capabilities
to Windows 95/NT applications with
MapObjects'" Professional softwaze, a coIlec[ion of compo-
nents including an ActiveX� control and more than 30 ActiveX
automation objec[s. MapObjects Professional works in
standazd Windows development environments
such as vsual Basic�, Delphi�, Vsual C++�,
and PowerBuilder�.
MapObjects Professional uses spatial data in a
vaziery of formats including ESffi shapefiles,
ARC/INFO coverages, and Spatial Database
Enginelayers. Image data can also be used.
Robust GIS functionality
is availab/e inc/uding
• Pannina and zooming through mul[iple layexs
• Address matctting and ge,ocodina
• Sretiat analysis aud 4u�S
• Re]aGonal database a¢d SQL queries
• Real-tlme t�ackiag
i$ V
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qq� g t�
Putting Your Map on the Web
ArcExplorer
ArcExplorer'" sofrware can be used to view or retrieve
GIS data inside an organizarion or from anywhere in the
world via the Web. ArcExplorer rnns on Windows 95�/
98� and Windows NT. It features drag-and-drop ease of
use, overview maps, and multiple views and can save,
retrieve, and print maps.
Internet StarterApplications
MapObjects Internet Map Server
and ►nternet Starter Applications
MapObjects Intemet Map Server is an extension to
MapObjects Professional that makes it easy for application
developers to use MapObjects Professional to serve
dynamic maps and data on Intranets or on the Web.
Internet Startei Applications were developed by ESRI to
help jurisdictions publish government data on organizational
Intranets or on the Web. These applicaflons provide quick
access to commonly requued functions.
ArcView Internet Map Server
ArcView Internet Map Server (IMS) makes
publishing a map on the Web almost as easy
as printing a map on a printer. With
MapCaf€'", a Java applet that
provides a ready-made generic
interface, visitors to your Web
site can view, browse, explore,
and query maps on the Web.
IntemerMap Server tuivwlogy fiom ESffi lezs you easfZy use
data and ¢pplicaiiorzs togeiher aciass your organiZairorz
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ESRI was founded in 1969 as a consulting fum. It
continues to be privately held and offers a complete
suite of GIS software, services, and data sources.
"ESRI's ultimate goal is to provide you with a system
that will help you accomplish tasks faster, easier, and
better than by using any other system," says Jack
Dangermond, ESRI president. ESRI's reputation is
built on decades of experience helping businesses and
organizations solve real-world problems using
geographic information.
ESRI continually shives to improve its software and
services. ESRI's sofrwaze is significantly more
advanced than comperitive products in both function-
aliry and qualiry. Substantial sofrware enhancements,
innovative training courses, and continual application
development services make ESRI your best choice for
GIS today and tomorrow.
�vr�■.
A Company for the 21st Century
�;� ...
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ESR/
For more than 25 years ESRI has been helping people manage and analyze geographic information. ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS clie�t�server
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and buiid success with GIS.
Corporate
ESRI
380 New York Street
Redlands, California
92373-8100 USA
Telephone: 909-793-2853
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For more Iniormation
call your
local reselier or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inquiries to
info�esri.com
Visit ESRI's Web page at
www.esri.com
To locate ESRI business partners visit
www.esri.com/partners
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...,�
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ext 1-1906
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For the number of your distnbutor,
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or visit our Web site at
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D.C.
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No. GS35F-5086H
Printetl in USA
ORIGINA
Presented By:
Referred To:
RESOLUTION
CITY OF SAINT PAUL, MII
Council File # q ` "6 �3
Green Sheet # 09836
Committee: / Date
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WHEREAS, many City departments have begun their involvement in creating computerized
a GIS system as they perceive a system, and
WHEREAS, the City has determined that an independent review and an overall plan to
possible within the individual limits of various department needs, and
systems that meet their needs for
the GIS systems are as coordinated as
WHEREAS, the professional service contract will be administered by PED and the inancing from fund balance is appropriate until a plan
is produced, and
WHEREAS, the Mayor, pursuant to sec. 10.07.04 of the city charter, doe ertify that there are available for appropriations $149,789 in
funds in excess of those esiimated in the 1999 budget and does recom end the folfowing changes to the 1999 budget:
FINANCING PLAN:
Department of
Divisio�
GL 001 00000 9830 Use of Fund balance
GL 001 00000 0000 all other financing ,
SPENDING PLAN:
Department of
Division
GL 001 06000 0219
All Other Fund Spending
RESOLVED, that the City Councii
Current
Budget
Change
Amended
Budget
3,378,696
156,599,813
15 ,978,509
0
159,978,509
159,978,509
these changes to the 1999 budget.
149,789
0
1�
149,789
0
1�
3,528,485
156,599,813
60,128,
149.789
159,978,509
160,128,298
Bostrom
ve� ys Absent Requested by DepaRment of:
Financial Services O�ce
By: Joe Reid
Approval Recommended by Budget Director:
gY� � M ��
Adopted by Council:
Adoption Certified by
mcil Secretary:
s
Approved by Ma r: Date
By:
By:
Form Appro�ec} bM City
B
Submission to Council:
o�,�,�,o,���„�, DAIEIN111A]PD 9q —4��3
Planning&Econ.Development 08-03-99 GREEN SHEET NO. 09836
NMACfPBRSON&PHONE a OIDARThffNCD a �]YCWNCR.
Mark VanderSchaaf, 266-6637 � a�cvnn'oa�' 8' �' Q a�n'am.e
MUSTHEONLY%IN�.AGENDABY(DA'!E) �'AIANCLV_SEROFF.DIX O FIN.SFxOFF.AttTG.
Au� �8 1999 0�roA���� a
TOTAL # OF SIGNATURE PAGES 1 (CLIP ALL LOCATIONS FOR SIGNATURE)
ACfIONREQUFSCID
Appmve funding for Consultant Professional Servioes to prepare a three (3) year strategic plan for the citys' GEOGRAPHIC INFOl?MATION SYSTEM
(GIS)technology.
aECO�m.m+�nnous npp�ovc(Nmrs�ra(W PERSONAL SERVICE CONT12�1C15 MUSC ANSWEHTHE FOLLOWING QUEtiTIONS:
ruxHUaccnimassrrnv _ava�evtamtams4au l.tlssrtispe�sowfvmevewodceaimaeraconvacttmtn;saepum
��p�g YES NO
_A_SiA£F(GISPOtiryHaaL) _ 2.H3SUuSjlt60ll��ilm¢vtSbECOacilytm�IlOyCC?
p���r YES NO
sueeoms mu4� Coutvca oa�Cnve! 3. Does ttispe�sodfum possess a skill notno=mally possessed by any av�rnt city employee?
YES NO
(Expltin all yes aoswers m separate sh¢et and atdch [o geen shcek)
IMIIASINGPROSLEM,ISSU&OPPORIVNISYMmA W�S��, Whert. WhS)_
1'he City recognizes a need to coordinaze the various GIS efforts already being undertaken in: PED, PW, LIEP, Water, Police, and TMS.
The vazious departments have spent assets with little overall consideration of citywide perspective. Moreover, other City depaztrnents
are planning to begin using GIS in the neaz future.
ADVANSAGES@APPROVED
The city will have a three (3) year plan to assure that GIS efforts resuk in useable information gathered and presented.
DISADVANTAGPSff APPROVED. g �Y �.�.� '�is � �4' [ d �
rt p
None :�.�5#.�� �'�z-�,��;,s..:r� < s=�.
C ��S°c°�YG�? �'
AU6 1 ? 19�9 :��� �� i9�9
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„ .:' `�.,-; = _ � � C,,� „=.�4 �
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D15ADVAMAGESOFNOTAPPROVID �
The various depaztrnent efforts will result in a mix.of undesirably redundsntGIS systems, all unable to interact well with one another.
TOTALAMOUNlOFTRANSALTION 149789 cosrmeveNUeswceren�cmaeo�� xes No
Faxoavcsovnce 1999 budC,�et ncrrvrrvHn,�mea GL - 001 -06000 -0219
f'nvneicw.�ro�uunox �ecn�
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sam�vamauaa��ce (�:U15ER51BUOGET1231Resolutiolcrres190CCP2.WK4) no-a
av -��3
CI� �r" Sf��T PA�. 390 Ciry Hnll Te[ephane= 651-266-8510
NormColeman,Mayar ISWestKelloggBoulward Facsimile:651-228-8513
Saini Paul, MN 5510?
STAFF REPORT
Date: August 10, 1999
To: Mayor Norm Coleman
Council President Dan Bostrom
Councilmember Jay Benanav
Councilmember Jerry Blakey
Councilmember Christopher Coleman
Councilmember Michael Harris
Councilmember Kathy Lantry
Councilmember Jim Reiter
From: Mark Vander Schaaf
Geographic Information System Project Manager
Re: Saint Paul Geographic Information System Strategic Plan
Executive Summary
Mayor Coleman is recommending that $149,789 be allocated from the General Fund to
support the City in creating a three-year strategic plan for the future development of its
Geographic Information System (GIS) technologies. The strategic plan will outline out a
detailed inveshnent and organizational development program to guide Saint Paul in its
future use of GIS.
Benefits of the proposed plan and its implementation are:
Improved government efficiency and effectiveness resulting from expanded use of
GIS throughout City deparhnents and offices; this will enable the City to provide
faster, better public service at a lower cost;
Strengthened capacity of the City's community partners -- particularly community
development corporations and district councils -- which increasingly rely on data
from the City's GIS to assist them in fulfilling their missions; and
qq -P13
Cost savings resulting from the coordination of Saint PauPs GIS development;
coordination will enable the City to avoid duplicative and incompatible GIS
applications, data, softwaze and hardware.
For a number of yeazs, some Saint Paul City departments and offices have used GIS
technologies to improve theu efficiency and effectiveness. Although GIS has been a
valuable tool in Saint Paul in the past, there are many barriers to maacimizing the benefits
of our GIS in the future. Consequently, Saint Paul now lags behind most communities of
our size in reaping the benefits of GIS.
In 1997, rivo grass-roots initiatives arose to explore ways to improve the City's GIS
tecl�nology. One initiative originated with community organizations which were
concerned about the difficulty of accessing City geographic data to help them fulfill their
missions, particularly relating to the development of affordable housing. A second
initiative involved City staff -- both from the administration and from City Council. Both
initiatives came to the same conclusion -- that the City's GIS development in the past has
been limited, uncoordinated, and not strategically targeted to support the highest City
priorities. Both also noted that many other ciries haue established well-coordinated GIS
programs, and that Saint Paul could benefit from the experience of others in improving its
GIS in the future.
Presented with these findings, Mayor Coleman in early 1999 appointed an executive-level
GIS Policy Board, again including City Council staff representation. The Board was
charged to recommend a process for determining the best approach to improving the level
of GIS investment and coordinarion in Saint PauL The GIS Policy Board met monthly
from April through June of 1999, and determined that the City should develop a detailed
three-year GIS strategic plan and cost justificarion. All relevant City departments and
offices will participate in the planning process during the fall of 1999. The process, as
proposed, would also involve key community pariners to deterxnine how the City's GIS
can most effectively integrate with their work.
To assist in the preparation of the plan, the GIS Policy Board further recommended that
Mark Vander Schaaf be appointed GIS Project Manager through the end of 1999, and that
assistance in plan development be provided by a partnership involving Human Resource
business consultants and Convergent Group, a systems integration firm specializing in
GIS and related technologies for municipal govemments and utilities. The recommended
General Fund allocation of $149,789 would pay for the involvement of Convergent Group
in the process.
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qQ -�13
The following report provides additional details to expand on the above si.mimary.
Secrions of the report aze as follows:
• I. Definition of GIS (p.3)
• II. Nature of GIS Benefits (p. 3)
• III. GIS in Cities Similar to Saint Paul (pp. 4- 8)
• IV. History of GIS in Saint Paul (p. 9)
• V. Benefits Already Derived from GIS in Saint Paul (pp. 9- 14)
• VI. Barriers to Maxunizing Benefits from GIS in Saint Paul (pp. 14 - 16)
• VII. Community Iniriatives to Improve Saint Paul's GIS (pp. 16 - 19)
• VIII. City Staff Iniriative to Improve Saint Paul's GIS (p. 19)
• IX. GIS Policy Board Decisions and Recommendations (pp. 20 - 21)
• X. Fall 1999 GIS Strategic Planning Process (pp. 21 - 22)
In addition, the report contains three appendices:
• A. Saint Paul GIS Vision Statement (p. 23)
• B. Saint Paul GIS Policy Board Charter (pp. 24-25)
• C. Saint Paul GIS Advisory Group Charter (pp. 26-27)
I. Definition of GIS
The National Science Foundation, which created the National Center for Geographic
Information and Analysis in 1988, provided the following standard defmition of GIS: "A
geographic information system is a computerized data base management system for
capture, storage, retrieval, analysis, and display of spatial (locationally defined) data."
(quoted in William E. Hu�old, An Introduction to Urban Geographic Information
Systems [1991], p. 29) Although a GIS typically uses computerized mapping to display
information, this definition makes it clear that GIS extends faz beyond mapping to include
a variety of ways to access and analyze data, and use it for decision making and improving
service delivery.
II. Nature of GIS Benefits
Two types of benefits from GIS aze typically recognized: efficiency and effectiveness.
GIS improves efficiency by enabling employees to do more of their existing work with the
same or fewer resources. It improves effectiveness by creating tools to provide valuable
services that were not even possible without GIS. A well-designed City GIS therefore is
able to improve service to citizens substantially, both by reducing the cost of government,
and by providing better and faster service delivery.
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III. GIS in Cifies Similar to Saint Paul
Many cities haue used GIS much more than Saint Paul to bring about the benefits
described in Section II above. Cities often admired for their "best pracrice" GIS
operations include many communities similaz to Saint Paul, both in size and in
commiknent to high levels of public service -- cities such as Charlotte, Cincinnati,
Indianapolis, Louisville, Milwaukee, Mimieapolis, Phoenix, Portland (OR), and San
Diego. Without exception, all "best practice" GIS cities are chazacterized by
arrangements both to share GIS throughout the organization, and to coordinate such
sharing_ Without such coordination, many of the benefits of GIS are negated by other
inefficiencies.
Other chazacteristics that typify these cities include significant participation from most or
all major City offices. Most also have a working relationship or direct partnership with
their County. Also, the use of the Web as a medium for serving geographic data both
internally and externally is on the rise. Finally, although most cities don't have precise
figures for cost sauings, all report that GIS has helped improve staff productivity and has
aided in substantial improvements in City service delivery. Specific cost savings
attributable to GIS were reported by two cities: Indianapolis ($1 million annually) and
Portland ($9 million over a five-year period).
ChaYlotte, NC
City and County government are closely interiwined in Chazlotte, since the city of
Charlotte comprises over half of the county's land area, and 77 percent of its
population. Consequentiy, Mecklenburg County operates a GIS to serve both City
and County needs.
Chazlotte/Mecklenburg County's GIS has been designed to provide a wide variety
of data to the public, as well as to City and County agencies. Publicly-accessible
GIS data currently include a real estate system (property maps, zoning, building
footprints, and property t� values), voter information, a government services
locator, student assi informarion, and a park facility locator.
The next phase of Mecklenburg County's GIS project involves replacing detailed
information books for each County Commissioner District with a web-based map
and information server. The current practice involved producing a separate 50
page report on each of six commission districts that included demographic
information and locations of schools, pazks, government buildings and other
services. This is being replaced with a web-based map server (expected to come
online in September) capable of producing customized maps for all users. While,
no exact cost savings estimate was available, the reduction in printing costs alone
will be substantial and significantly less staff time will be involved. Furthermore,
i�
qq-P13
the quality and accuracy of the product will improve.
In honor of its GIS accompiishments, the Mecklenburg County GIS in 1999 was
granted the prestigious National Association of Counties Achievement Award.
Web site: http://www.co.mecklenburQnaus/coQis/
or http://maps.co.mecklenbur�naus
Contact: Tammy Dixon, (704) 336-6629
Cincinnati, OH
Cincinnati's GIS is operated by the Cincinnati Area Geographic Information
System Consortium (CAGIS), whose members include all City, County, local
utility, and other local jurisdictions in Hamilton County, OH. CAGIS emphasizes
using GIS to integrate a broad range of related information technologies to
improve the productivity of hundreds of employees in public safety,
environmental, service, building , housing, planning, and utility agencies.
Contact: Barbara Quinn, (513) 352-1641
Indianapolis, IN
The Geographic Information System at the City of IndianapolislMarion County
has been in existence since 1986. It began with the establishment of the
Indianapolis Mapping and Geographic Infrastructure System (IMAGIS) project.
Through a collabarative effort between various City and County agencies and local
utility companies, IMAGIS provided a common land base and aerial photography
for Marion County, Indiana.
In 1996, the GIS team was comprised of nine City of Indianapolis employees from
three major departments. The system represented a group of "power users" who
provided data services and hard copy map products to the various deparhnents. In
an effort to enhance the GIS, the City of Indianapolis set out to put the "power" of
the system in the hands of the deparhnental users. This decision not only provided
additional staffing and management for the City and County GIS; it also provided
an opportunity of getting GIS to the desktop.
Today there are more than 400 desktop users of IMAGIS. Indianapolis is still
aggressively developing new databases and tools using GIS. In coming years the
system will be used to manage snow plowing and lawn maintenance of city
properties. Capacity is being added to manage an "adopt-a-median" proj ect and
track wheel chair ramps on city sidewalks. Although the City has spent more than
$16 million on technology since 1986, the proj ect manager is confident they have
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recovered those costs in improved efficiency and productivity. He conservarively
estnnates the City saves an additional $1 million annually through the use of GIS.
In addirion to cost savings, the City provides much improved service to its citizens
and businesses, and the quality (and quantity) of work is higher.
Web Site: http://www.ci.indianapolis.in.us/tris
Contact: Dave Mockert, (317) 327-4663
Louisville, KY
The Louisville/Jefferson County Information Consortium (LOJIC) represents a
multi-agency effort to build and maintain a comprehensive GIS to serve all of
Louisville and 7efferson County, Kentucky. Present LOJIC participants include the
City of Louisville, Jefferson County, Louisville and Jefferson County
Metropolitan Sewer District, the Property Valuation Administrator and the
Louisville Water Company. All participants are sharing the cost and effort
involved in the fixll development and successful implementation of LOJIC.
Website: httn:/iwww.lo�c.org
Contact Curt Bynum, (502) 540-6121
Milwaukee, WI
Milwaukee is credited with being the first City to develop a strong GIS. Its
commitment to a Citywide GIS dates from the late 1970s when a commitment of
federal money helped the City digitize its base maps. Since then they have added
land use and tax information and sewer and water infrastructure locations.
Currently there are about 120 users throughout City Hall. The City shares data
with some community organizations but can only do so on CD ROM. While they
are interested in developing Internet map serving capabilities, they do not currently
have funding to do so. While no plans exist for major overalls in the near future,
staff is constantly maintaining high quality base maps and attribute information.
Because of Milwaukee's early start in this technology, cost savings took some
time to realize. No esrimate of cost sauings of using GIS is available but
according to one staff inember the reduction in technology costs coupled with
increased salaries suggests they are saving money using the GIS.
Contact Nancy Olson, GIS Manager, (414) 286-8710
Minneapolis, MN
Minneapolis is in the process of converting an existing and aging GIS that is used
�
�tq-g��
by about one-third of City departments. In addition to replacing the existing
system, access to the new enterprise data network is being expanded to a11 City
departments.
The replacement and expansion is happening in three phases: identification of
needs, system design and system deployment. They aze currently involved in
system design, specifically worlang on nine different web-based applications that
will serve 90 percent of the users. The remaining 10 percent will use more
powerful packages.
No overall cost savings estimate could be provided for Minneapolis. However, by
spending significant time identifying user needs and employing a"business-
process" model the city will save millions of dollars by reducing the number of
full software licenses from over a couple hundred to a couple dozen. Furthermore
by providing routine mapping and display funcrions on the desktop they hope to
cut down by three-fourths the 55,000 plots produced by the engineering
deparhnentevery year.
Contact: Gary Criter, (612) 673-2927
Phoenix, AZ
In 1988 the voters of Phoenix approved $3 million for an"automated mapping
system." By 1992 the City was ready to begin creating digital based maps of the
725 square mile uea, finislving in 1996. Today, the Phoenix GIS database
includes all pazcel lines, ownership and tax information, planning and zoning data,
water and sewer locations and even detailed aeriel photographs. The system is
used by almost 300 people throughout City government. Phoenix created its own
intranet map server for most casuai users while providing more powerfixl software
for more experienced staff.
The major focus of GIS staff is the continuous improvement in the quality and
accuracy of the data. Plans are also underway to add more infrastructure
information and improve the systems ability to route emergency and other city
vehicles. The City could not provide and estimate on the cost savings of their GIS.
However, City staff now have "one stop shopping" at their desktop, significantly
reducing staff time for projects using geographic information. Furthermore, the
quality of the information and service they can provided has improved
substantially.
Contact: Joel Mork, (602) 262-6028
-7-
qq-���
Portland, OR
Portland is a particulazly instructive example of a City that only recenfly learned
the hard way of its need to coardinate the GIS efforts of individual departments
and offices. With a strong bureau form of government, departments and offices in
Portland were independently investing in GIS technology during the late 1980s
and early 1990s. By the mid-1990s, City officials deternuned that there were
opportunities to save millions of dollars on GIS hardware, software, data, and
applications that were duplicative and/or contradictory. Consequenfly, staff
developed the vision of a"GIS Hub" that would integrate existing GIS resources
and create substantial economies of scale and service improvements. Now the GIS
Hub is being implemented in Portland as the centerpiece of its new approach to
GIS. The next phase of GIS Hub implementation in Portland is proj ected to yield
a net savings to the City of $9 million over the next five years.
Contact: Rick Schulte, (503) 823-5634
San Diego, CA
CsIS in San Diego operates through a unique organization, as a core function of the
San Diego Data Processing Corporation (SDDPC), a private, nonprofit corporation
owned by the City of San Diego. Formed in 1979, SDDPC provides a wide
variery of data services, but with GIS as its fundamental base technology.
The GIS component of SDDPC is known as SanGIS, a combined CitylCounty
GIS. San Diegds GIS dates from 1984, when the City and County began
cooperating on the Regional Urban Information System (RUIS), an integrated GIS
designed to meet the needs of all City and County activities that create or use
geographic information. Soon, RUIS became nationally prominent for its success
in meeting its goals of improving productivity; reducing costs; providing access to
accurate, timely information for decision making; and improving service to
citizens. In 1995 it received the Exemplary System in Government award from the
Urban and Regional Information Systems Association.
In 1997, SanGIS was created as a Joint Powers Agreement that formalized the
RUIS partnership. Today SanGIS supports a wide variety of applications, in
agencies responsible for public safety, planning and development, facilities
management, subdivision mapping, route management, and decision support and
analysis.
Web site: http://www.sangis.org/
Contact: Sandra Kourte (619) 702-0405
�
qq-�13
IV. History of GIS in Saint Paul
The City of Saint Paul has gradually been building up its GIS capacity since 1985,
although with only minimal coordination. In 1985, the City's Public Works Department
began cooperating with Ramsey County to migrate data regarding the City's infrastructure
into GIS. In the early 1990s, the City's Real Estate Division and the Water Utility also
began using GIS for key operarions.
Until recently, however, GIS usage in Saint Paul remained limited in scope, due primarily
to the high cost of GIS technology. But in the late 1990s, the cost of GIS technology
declined substantially, due to steep drops in the cost of high-speed, lazge-memory
computing. Moreover, as of 1999, industry observers are identifying the advent of an
even more significant ixnprovement in GIS accessibility as GIS is starting to become an
intemet/intranet activity, creating even more possibilities for efficiencies.
As a result of recent and coming improvements in GIS technology, nearly all Saint Paul
City departments and offices have become or will soon become GIS users. Since 1995,
PED has become an established GIS user. LIEP and Police also have recently started
using GIS. Other departments/offices intending to adopt GIS soon include the Budget
Office, Citizen Service Office, City Council Research, Libraries, and Parks and
Recreation. Key partners of the City are also planning or investigating moves into GIS -
including the Port Authority, the Public Housing Agency, the School District, district
planning councils, and community development corporations.
Saint Paul's current situation makes it important to resolve the issue of GIS coordination
soon. We haue not yet reached the crisis that Portland confronted in the mid-1990s - of
needing to undo years of substantial incompatible investments in separate City
departments. By acting now to address the coordination issue, the City can auoid costly
future solutions to the problem.
V. Benefits Already Derived from GIS in Saint Paul
As discussed in the previous section, GIS provides substantial benefits in improving both
City efficiency and effectiveness. The following are specific examples of such benefits
which are already occurring due to GIS in Saint Paul:
1. Improved City Employee Productivity. First and foremost, GIS is a tool for
quickly accessing data about the City and about City departmental activities. The
following examples are of situations where GIS has made it possible for
employees in City deparhnents and offices currently using GIS to obtain and
analyze important data many times faster than would have been possible without
GIS:
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Affordable Single-Family Housing: During the City's housing policy
debate in late 1998, PED was asked by the Mayor's Office to put together
trend information regarding locarions of affordable housing in Saint Paul.
Using GIS, PED provided maps of 1991-1998 single-family housing value
changes for more than 50,000 sepazate parcels. This two-day project
would ha�e taken many months and several FTE staff to complete without
GIS.
Deployment of Crime Fighting Resources: Using GIS, Police reseazch staff
now provide unit commanders with timely information regarding types of
crimes and the frequency of their occurrence within each commander's
area of responsibility. Officers and community members now are able to
view maps containing such information. Based on these maps, scarce
resources can be targeted more effectively.
Property Owner Notification: One of the City's earliest GIS applications
was developed by the Real Estate Division many years ago to enable the
listing of properties within user-defined geographic boundaries. This
system allows relatively inexperienced operators anywhere in the City to
generate such lists as reports or labels in only a few minutes. Often, such
listings are made to fulfill legal requirements to notify property owners of
public hearings, ta�c changes, etc. Prior to GIS, such projects took up to
several weeks.
Minunizing Main Breaks: Water main breaks are of great concern to the
Water Utility. Not only is the loss of water (and revenue) an issue, but
damage to homec and subsequent lawsuits are frequent consequences of
such a break. In an effort to minimize main break occurrences, the Water
Utility has a policy to replace those mains that haue a history of failure.
All mains in the Residential Street Paving Project areas that meet certain
criteria are replaced. The selection of these mains is made using GIS
mapped data.
Identification of Redevelopment Opportunities: PED is currently working
on a project to identify redevelopment opporiunities on University Avenue.
Using GIS, basic property information for the whole length of the avenue
can be obtained, analyzed and mapped in 2-3 hours. A snnilar University
Avenue project in the early 1990s (pre-GIS) took one staff person several
weeks to pull together the same information.
Right of Way Permits: Public Works now uses GIS to set fees far permits
to dig up or obstruct street rights of way in Saint Paul. Fees are based on a
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9�l -� i�
variety of street characteristics stored in a GIS database. This GIS-based
pernutting program yields $800,000 annuaily in revenue for the City.
Before GIS, such pernutting fees were not feasible because relevant
information could not be gathered quickly enough.
Fire Hydrant Chazacteristics: The Water Utility provided a map to the Fire
Deparhnent depicting hydrants as to their potential amount of available
water (symbolized by cap color). Tlus is valuable information for Fire
personnel as they dispatch crews to particulaz sites, to assist them in
choosing the best hydrants to provide the water needed for fighting a
particular fire. Another map was provided to Public Works to indicate the
suitability of hydrants as sources of water to fill water trucks for such
activities as street sweeping and the watering of sod and bushes. These
maps were easily constructed in a few hours using GIS; without GIS, each
project would take several weeks.
Paving Sealcoaring Program: Using GIS, a Public Works intern can in two
days calculate the quantities of materials needed annually for the City's
paving sealcoating program. Previously, this task required two to three
weeks of work by a highly paid professional.
Zoning System: In the past, PED kept track of current zoning on mylar
maps which were inegularly updated and reproduced in paper notebooks at
great expense. Using GIS, PED now has an electronic zoning map that can
be instantly updated. In time, the City's zoning can be displayed over the
internet and accessed there by the public. GIS will also enable PED to
accelerate the flow of zoning information with LIEP.
Sewer Strip Maps: Priar to GIS, Public Works maintained information on
the sewer system in the medium of 3,500 linen maps. Information from
sewer maps is needed frequently - any time sewer work or permitting is
required. The laborious process of working with linen sewer maps has
been replaced by a sunple process of pulling scanned images up on the
computer. GIS has transformed routine operations that took ten minutes
each into operarions requiring less than a minute of work.
Saint Paul Renaissance Fund: Using GIS and a State database, PED can
now create a profile of employment patterns downtown, or far any selected
neighborhood, in less than a week. (Most of that time is spent cleaning up
the database; once the data are clean, the process takes only a few hours.)
In the 1980s, before GIS, PED used three interns and a budget of $10,000
to do a three-month survey of downtown employment. When the survey
was complete, it was still inflexible, since it counted only employees in the
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defined study area. The flexibility and speed provided by GIS in this
project have enabled PED to contribute significant information to Paul
Anton, consuitant to the River&ont Coxporation, to his work documenring
the expected economic impact of development in the Saint Paul on the
Mississippi area.
Water Qualiry: The Water Utility receives numerous comments regazding
water quality from customers throughout the distribution system. Using
GIS, these data aze mapped to determine if patterns of problems exist. The
information is useful for determining flushing priorities and designing
system enhancements.
Advertising Sign Study: In preparation for legislative hearings dealing
with advertising signs in Saint Paul, a database was created whereby
billboards and advertising benches could be readily plotted by type and
owner on a map of the city. This was done for a combined effort by
Council Research and PED. This GIS application proved usefixl when
analyzing the relationships of advertising signs to various Zoning,
Protected Use, Heritage Preservation, and Special Sign District areas.
Without GIS, the amount of time needed to perform such analysis would
have been so great as to make the project impossible.
Street Database: A GIS database containing a wide variety of street
attributes has been created by Public Works. For any street segment or
collection of segments, it is now possible to determine sewer separation,
street paving, street characteristics, and traffic count data. Such data, while
available before, was practically inaccessible prior to GIS.
Adult Entertainment Zoning: As part of a recent lawsuit regarding the
City's adult entertainment zoning ordinance, PED was required to map
locations eligible for adult uses. GIS speeded up this complex problem
which required consideration of several other zoning districts and several
other types of uses.
Infrastructure Integration: Public Works is coordinating a process to create
GIS layers of all infrastructure facilities in Saint Paul - including facilities
managed by the Sewer Utility, Traffic and Lighting, the Water Utility, US
West, N5P Electric, NSP Gas, District Energy, and numerous other
entities. This process implements a 1997 City ordinance which requires
that such data be made available to the City.
Baseball Site Information: When the opportunity arose to make Saint Paul
the new home for the Minnesota Twins, PED was directed to map and
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provide parcellevel information about potential sites for a ballpark. With
GIS, it was possible to fulfill this assignment in a matter of days. Without
GIS, the same staff would have needed weeks to do the same work.
2. Fulfillment of Requirements Imposed by Outside Funders and Governmental
Agencies. Because GIS is becoming a standard tooi for government business,
outside funders and regulators aze begllming to design programs and requirements
around the expectation that GIS is being used. Examples:
Single Accountable Authority for Ciry Data: The State Data Practices Law
mandates that the City designate a single parry to exercise overall
responsibility for the maintenance and dissemination of City data. This
law, which is more than rivelve years old, means that the City must now
upgrade its system to ensure the accessibility of its eleclronic geographic
data.
Local Update of Census Addresses: Earlier this yeaz, Saint Paul was given
the opportunity to review the Census Bureau's database of housing
addresses in the city. Although our work was seriously hampered by a
flaw in the City's cunent GIS, we were able to identify 1,099 housing units
that the Census Bureau had missed. This translates into 2,900 people,
worth approximately $5 million in federal funding over a ten-year period.
Without GIS, we would not have been able to complete this task in the
allotted rime.
Lead Sampling: The Water Utility is directed by the Lead and Copper Rule
under the Safe Drinking Water Act to replace or "test out" as meeting
minimum requirements seven percent of the system's lead water services
each year (approximately 1,500). GIS is used to identify potential lead
testing sites, construct maps, and produce mailing lists to notify person's
whose property will be tested.
Transportation Planning: Planners for the Metropolitan Aixports
Commission are now instructing local communities to provide them with
local area data in standard GIS export files, and to identify a point of
contact that can assist with future inquiries about GIS and land use issues.
3. Improved Pr•oductivity of City Partners. Not only is the City itself increasin�y
using GIS as a tool to increase productivity, so are many of our key extemal
pariners. In each of the following cases, improved access to City data is needed by
our partners in order for them to fulfill their missions more effectively.
Community Development Corporations: CDCs have a special interest in
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using GIS as a tool to identify potential housing and business development
sites. Dayton's Bluff Neighborhood Housing Service has engaged in
several pilot projects to use GIS for these purposes. CDCs aze also
exploring the use of GIS to identify housing that is likely to become
abandoned unless intervention occurs. The Hamline-Midway Area
Rehabilitation Corporation (H-MARC) has implemented such a
"Neighborhood Early Warning System" (NEWS) pilot project.
District Plamaing Councils: Plamiing Districts are beginning to use GIS to
better fight neighborhood crime. The Hamline-Midway Coalition has
pioneered in the arena of neighborhood crime mapping.
Local Colleges and Universities: Local colleges and universities are
adopting GIS as a major tool in their efforts to engage in community-
oriented "service learning" projects. At least four local institutions now
haue strong GIS programs: the University of Minnesota, University of St.
Thomas, Macalester College, and Hamline University. In January of 1998,
George Latimer met with then-Deputy Mayor Tom Fabel to explain that
improvements in the City's GIS, and the sharing of GIS data with
Macalester, would be a crucial contributar to Macalester's ability to engage
in Saint Paul-specific action research.
Design Center: The Design Center has commissioned the creation of a
three-dimensional digital model of the downtown/riverfront area. This
model is expected to be of great value in attracting new development and
in ensuring that new projects fit the standards of the Saint Paul on the
Mississippi Development Framework. The Design Center also intends to
incorporate data from the City's GIS into this model, which will increase
its effectiveness as a development tool.
VI. Barriers to Maximizing Benefits of GIS in Saint Paul
A premise of the proposed GIS strategy is that the benefits of GIS can be blocked or
negated by a variety of barriers. City staff have identified the following as serious bamers
which together threaten Saint Paul's GIS benefits:
Duplicative Maps and Databases. When individual departments and offices
develop their own GIS programs, several departments may end up obtaining
virtually the same electronic base maps and data. Significant efficiencies could be
achieved by sharing common base maps and data. One of the City's costliest past
mistakes in this azena is its "City Address File." More than five deparrinents and
offices have each tried to develop a list of a11 addresses in the City. Although each
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departmenYs need is slightly different, a single core address file is the efficient
solution to this problem.
2. Incompatible Software, Maps and Databases. Related to the previously-discussed
barrier is the fact that uncoordinated GIS development results in data that cannot
inexpensively be shazed among City departments and offices - either because
different softwazes are used, or because the maps and data area developed
according to different standazds. This problem too has surfaced with the City
Address File - each of the City's existing files is partially inaccurate and
incomplete, making it unpossible to sunply merge the mulriple files into a single
file. Problems are also surfacing with maps that don't line up with one another.
Sometimes the misaligxunent can be as great as a city block, making it impossible
to bring data from one map into another map.
3. Transition Costs. Although there are inefficiencies in the City's current GIS, there
would also be costs associated with a transition to a more efficient system. Such
costs could include the replacement of old software and databases, as well as staff
re-training. In the case of databases, it may also be necessary to design translation
systems to enable comparison of data in redesigned databases with older data.
4. Costly GIS Hardware, Software and Data. Up until recently, GIS required a
costly high-speed computer, costly softwaze installed on each computer using GIS,
and data typically stored on each computer's hard drive. Cost savings will be
possible as the industry standard evolves toward an intranet GIS, where hardwaze,
software and data costs can be concentrated at the point of the server.
5. Confinement of GIS to the Experts. In the City of Saint Paul, as in many other
organizations, only a few trained experts could merit the costly and complicated
hardware, software and data associated with GIS. This meant that GIS could only
be used as a tool in high-profile projecta The evolution of GIS toward the internet
creates the opportunity to design a variety of simple GIS applicarions, customized
to enable all City workers -- as well as City partners and the wider public -- to
access quickly the kind of data they need.
6. Lack of Central Support Resources. Currently, Saint Paul's GIS is concentrated in
the hands of a few staff in several departments using GIS. At the same time that
this situation limits access to GIS by most staff, it also prevents the City from
realizing the benefits of core GIS functions in a central organizational unit. In may
ways, GIS performs best when it is designed as a utility - e.g., as analogous to
electricity. Currently, the City's sihxation is as if each department were generating
its own electricity and also confining electrical appliances to the few electricity
producers; instead, there should be a single producer of electricity, but appliances
for everyone who needs them. 7ust so, there should be a single entity responsible
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for core GIS functions, but customized GIS applications for all staff who need
them, as well as for key community partners.
Inertia of Work Culture. Ultimately, GIS is not prunarily about hardware,
soflware, applications and databases; instead, it is about using these tools to work
in more productive ways. Therefore, an unportant banier is the challenge of
learniug to work in new and different ways. For Saint Paul to improve its GIS, it
must balance technological development with organizational development.
8. Lack of GIS.Iob Descriptions. The City's job classification system has not kept up
with the e�cpansion of GIS responsibilities. New hybrid tifles and job descriptions
are needed to bring staff GIS activities into greater convergence.
9. Lack of Staff Consensus on GIS Details. As explained in Section VIII below, City
staff have reached a consensus on the need to coordinate Saint Paul's GIS.
However, there is no consensus regarding some important technical GIS issues -
e.g., what type of hardware and software packages will best serve the City's
coordinated GIS, and what type of organizational structure can best serve the
City's GIS needs. A process is needed to work through these issues to a desirable
solution.
VII. Community Initiatives to Improve Saint PauPs GIS
In 1997, a series of community initiatives were launched to improve Saint PauPs GIS,
particularly as a support for housing development. Rive interrelated initiatives
progressively advanced the housing-related GIS agenda in the community, and helped to
shape Saint Paul City staff commihnent to developing a coordinated GIS. The five
initiatives are described below:
1. Rondo Community Land Trust Study, "Accessing Housing Data in Saint Paul and
Ramsey County, Minnesota," prepared by Stephanie Keltner, November 1997
This study stemmed from growing demands to provide affordable housing and to
expand housing choices for low-income residents. The study was initiated by the
Rondo Community Land Trust, in partnership with the Suminit-University and
Lexington-Hamline Housing Working Group, and the Neighborhood Planning for
Community Revitalization progam of the University of Minnesota. The goal of
the study was to find more efficient ways to gather housing data from the City and
the County to support neighborhood housing development efforts.
The study concluded that current systems do not permit community groups "to
efficiently collect public data in order to assess and strategically plan
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neighborhood development efforts and to relay this information back to public
staff and funders." It fiirther recommended that "a coalition composed of
numerous housing organizations should tazget policymakers to alert them to the
unportance of neighborhood-level data access."
2. Macalester College Urban Studies Program
At about the same time the Rondo Community Land Trust paper was released,
former Saint Paul Mayor George Latimer was initiating a process to strengthen
Macalester College's community outreach programs. One priority of Latirner's
efforts was in the realm of "service learning" wherein professors and students
would wark with neighborhood groups on community development projects.
The Macalester experience was similar to that reported in the Rondo paper, but
with an additional twist. By 1997, several Macalester classes were using GIS
sofrivare for their projects, and were making efforts to use that technology in
service of Saint Paul neighborhoods. Data in a GIS format were even more
difficult to obtain. These experiences led Latimer to meet with then-Deputy
Mayor Tom Fabel in January of 1998 and urge him to support improvements in
the City's GIS.
Local Initiatives Support Corporation Study, "Data for the People: St. Pa'ul and
Integrated Property Informatian, "Prepared by Nicole Blumner, August, 1998
In the sutmner of 1998, the Twin Cities office of the Local Initiatives Support
Corporation (LISC) parinered with the National Congress for Community
Economic Development to sponsor a research project which essenrially expanded
the scope of the 1997 Rondo study. The purpose of the LISC study was to
determine what kinds of housing data and information systems are needed for
Saint PauPs community development organizations to do their work most
effectively.
The LISC study involved staff from eight Saint Paul community development
coxporations, agency staff from Ramsey County and the City of Saint Paul,
community development support organizations, and public policy faculty and
students at the University of Minnesota's Aumphrey Institute. The study also
interviewed and corresponded with "best practice" agencies around the counhy
regarding issues of data access and possible system models.
The LISC study's recommendations addressed a variety of short-term and long-
term issues, but concluded that a user-friendly, Web-based, integrated property
information database should be created. The database should be made available to
the general public, and designed in such a way as to ensure that the kinds of data
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needed by CDCs aze a part of it. Ideally, the study concluded, this system should
be linked to Saint Paul's GIS as it develaps.
4. Neighborhood Planning for Community Revitaliaation Project: "Saint Pau1
Community GIS, "Fa111998 - Summer 1999
One of the partners assisting with community GIS initiatives in late 1997 and early
1998 was the Neighborhood Plauiung for Community Revitalization (NPCR)
program at the University of Minnesota's Center for Urban and Regional Affairs
(CURA). In eazly 1998, NPCR put together a collaboration to apply far a federal
grant to fund the "Promoting Saint Paul Community Development Data Access"
project. The collaboration involved the Rondo Community Land Trust, Dayton's
Bluff Neighborhood Housing Services, and the Summit University Planning
Council, as well as the City, LISC, the Urban Coalition, and the Saint Paul
Coalition for Community Development.
Although this proposal was unsuccessful in obtaining federal funding, CURA
determined that the project was so unportant that it would sponsor it entirely with
university funding. Consequently, in the fall of 1998, two graduate student
researchers began working with a representative Saint Paul community
development corporation (Dayton's Bluff NHS), and a representative planning
district (Hamline-Midway) to explore a variety of practical ways to use GIS as a
tool for each organization better to fulfill its mission. Based on insights gained
from these pilot projects, a set of recommendations were also generated regarding
community access to GIS in the future. Specific recommendations were:
• Appoint a coordinator to direct and facilitate distribution of City data for
use by community based planning and development organizations
• Develop a neighbarhood responsive GIS to more efficiently provide public
data, particularly housing data, to support District Council and CDC
strategic decisions, program development and evaluation
� Adopt policies for the documentation and distribution of data far use by
District Councils and CDCs
• Develop a data handbook to reference data sources and applications for
community based organizations
• Use the Intemet/Intranet to provide access to data and applications
• Increase data and GIS capacity and resources of community-based
organizarions, in part to be met through continued involvement of the
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University of Minnesota's Center for Urban and Regional Affairs, and the
Science Museum of Minuesota's Map Lab
5. Neighborhood Early Warning System (NEYYS) Pilot Project, Fall 1998 - Summer
1999
In the fall of 1998, the Hamline-Midway Area Rehabilitation Corporation (H-
MARC), with the assistance of a University of St. Thomas student supported by
the Universaty of Minnesota's Neighborhood Plamiiug for Community
Revitalization program, conducted a feasibility study for an'Barly Wazning
System" to support strategic housing revitalization plamiing. A prototype was
designed and assembled and found to help target housing and redevelopment
efforts effecrively. The student is continuing to work with H-MARC to acquire
requisite data on an ongoing basis from the City of Saint Paul and Ramsey County,
and increase the capacity of the organization to maintain and analyze the data to
target housing efforts and evaluate results. This innovative project will
demonstrate the value of providing information to CDCs responsible for carrying
out city housing improvement and redevelopment efforts. The project will be
completed by the end of August, 1999.
VIIL City Staff Initiative to Improve Saint PauPs GIS
At the same time that community initiatives were arising to improve the City's GIS, mid-
level City GIS users and technical staff also began addressing this issue. Recognizing the
need to begin coordinating future GIS development and addressing the barriers identified
in the previous section, the Department of Technology and Management Services
convened a GIS Special Interest Group (SIG) which began meeting monthly in December
of 1997. This group, consisting of staff from seven City departments and offices, reached
a consensus regarding the need to coordinate future GIS development in the City. But it
also recognized a need for the user/technical consensus to translate into an executive-level
commitment.
Consequently, in late 1998, the GIS SIG helped with an iniriative to bring in a systems
integration firm, Convergent Group, for a three-day assessment of the City's GIS. This
firm, with 250 employees, is one of two nationally-recognized large consulting firms
specializing in GIS and related technologies for the wide range of municipal government
activities. PED funded the assessment, which was performed in November of 1998, and
then reported in a presentation to the City's Department and Office Directors.
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IX. GI5 Policy Board Decisions and Recommendations
The November 1998 Convergent Group assessment of the City's GIS thus was the
culmination of a yeaz of prior GIS discussions by both City staff and community
organizarions. This assessment noted on the plus side that Saint Paul has already invested
in a number of key technologies and databases needed for future GIS development.
However, the assessment identified the City's greatest wealrness as its lack of
organizational prepazedness for the coming proliferation of GIS in the City, and for the
growing community need for information provided through GIS. One key
recommendation was that an executive-level GIS Policy Boazd be established to guide the
City's future GIS development.
Based on the Convergent Group recommendation, Mayar Coleman appointed members to
a GIS Policy Board in March of 1999. The Board was charged to set the City on a path to
developing an"enterprise" GIS -- that is, a GIS with an appropriate level of sharing of
hazdware, soflware, applicafions and data throughout the entire City organization (the
enterprise), in order to masimize the efficiency and effectiveness benefits which GIS
promises. Deputy Mayor Susan Kimberly was appointed chair of the Policy Board, Water
Utility Director Bernie,Bullert vice chair, and Mark Vander Schaaf from PED was
assigned to staffthe boazd.
On April 1, 1999 the GIS Policy Board began its work with a one-day workshop.
Convergent Group was again brought in to conduct the workshop. In monthly meetings
extending through June, the Policy Board adopted a Saint Paul GIS Vision Statement, and
charters for both the Policy Board and a user/technical Advisory Crroup, formerly the
Special Interest Group. (See Appendices A- C, pp. 23-27, for these documents.) Finally,
the Policy Boazd also reached a consensus to prepare a three-year GIS inveshnent and
organizational strategy in a fa111999 process.
The fall 1999 strategic planning process is intended to provide sufficient direction to
identify needed foundational GIS investments in the 2000 budget, as well as to create any
needed organizarional structures to guide Saint Paul's GIS in the fizture. All key City
depariments and offices will be involved, providing the City with a complete roadmap for
the coordinated development of the City's GIS during the 2000-2002 period.
The Board noted that it is important to begin detailing the City's GIS strategy soon. The
GIS issue has already been studied intensively for two years by City staff (administration
and City Council) and by the community. All discussions have highlighted the
importance of coordinated GIS development in Saint Paul, and the need to act soon before
growing demands and technological changes overwhelm our ability to make good
decisions.
Finally, the Policy Board agreed that Mark Vander Schaaf should function as project
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manager for the strategy through the end of 1999, and that consulting assistance should be
provided by both Convergent Group, and the City's Human Resources business
consultants (Lee Ann Turchin and Steve Cvinaz). Convergent Group would be directed to
provide advice regazding technical issues in particular, as well as insights from GIS "best
practices" from other municipalities. Also, Convergent Group would provide a detailed
cost justification for the inveshnent and organizational development strategy which the
City adopts. Human Resources would focus on the organizational component of the
strategy, and would take major responsibility for an implementation plan that will follow
the completion of the strategic plan. Details regarding the intended process aze found in
the following secrion (Fall 1999 GIS Strategic Planning Process).
The Policy Boazd recommended retaining Convergent Group for several reasons:
Convergent Group, with 250 employees, is the largest U.S. consulting firm
specializing in GIS and related technologies for municipal governments.
Interviews by Mark Vander Schaaf with GIS staff in three communities which
have worked extensively with Convergent Group yielded very strong
recommendations. The three communities interviewed were Portland (OR),
Charlotte/Mecklenburg County (NC), and Indianapolis. All three are regarded as
"best practice" GIS communities.
Convergent Group worked effectively with City of Saint Paul staff on two
occasions - in November 1998, and again in April of 1999; thus, Convergent
Group already has significant understanding of Saint Paul's work culture and its
GIS capabilities.
The approach of Convergent Group to GIS issues emphasizes the priority of
business processes overtechnology.
Convergent Group has substanrial skills and experience in cost estimation and cost
justification analysis.
X. Fall 1499 GIS Strategic Planning Process
The proposed GIS strategic planning process for Saint Paul would begin in mid-
September and involve most major City departments and offices. Convergent Group and
Huxnan Resources business consultants would engage in a thorough analysis of cunent
City work processes that involve the geographic information, focusing on mapping and
records management acrivities. The analysis will also include an examination of the needs
of partner organizations in the community to access the City's GIS. Based on this
analysis, Convergent Group will recommend the set of GIS investments that can do the
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most to sa�e City costs and improve City efficiency relative to the current ways of using
geographic information. To assist the GIS Policy Boazd, the Mayor, and the City Council
in dete*�ining the City's tl�ree-yeaz GIS investment plan, Convergent Group will also
present and analyze altemative, less costly GIS investment scenarios. The recommended
investment plan wili be supported by a rigorous cost justification analysis, which can also
be applied through a"what if' querying process to a variety of alternative GIS inveshnent
scenarios as weli.
While Convergent Group will focus on recommending the set of GIS investments that can
best pay off for the City and its partners, the City's Human Resources consultants will
develop complementary arganizational development recommendations for the City's GIS.
Decisions will be needed regarding such issues as where GIS is to be housed in Saint
Paul, whether the City should seek to consolidate GIS functions with the County and/or
other external partners, how the City's GIS should interface with community
organizations and the broader public, what staffing changes are needed to manage GIS
effectively in the future, and how City staff will need to be trained to make the best use of
the City's GIS inveshnents.
Both components of the fall GIS strategic plan will be completed in time to include
specific funding recommendations in the 2000 budget. On December 1, 1999, the
recommended three-year GIS strategic plan will be presented to City Council.
Convergent Group staff will assist with the presentation to City Council, and will also be
available for individual briefings to Councilmembers that day.
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APPENDIX A
Saint Paul GIS Vision Statement
Approved by GIS Policy Board, Apri122, 1999
Preamble
Many of the City's information bases are spatial, focusing on chazacteristics of property
and infrastructure, conditions in neighborhoods and other subazeas, and events and actions
that occur in particular places. Such information is therefore a strategic asset that must be
managed wisely. New Czeographic Information System (GIS)' technologies hold the
potential for greatly improving the management of the City's spatial information. In ordei
to realize the full benefits of GIS technologies, the City hereby establishes a GIS Vision
and a GIS Policy Board to guide the implementation of that Vision.
Vision
Saint PauPs Geographic Information System (GIS) will be an effective enterprisewide
resource that will serve as the foundation for integrating all sparially-related City
information technologies. The City will design its GIS and educate users to support the
high-priority business processes of each City department and office, in order to reduce
City costs, improve customer service, and masimize the productivity of a workforce with
increasing tecl�nological skills. In creating and managing its GIS, the City will quickly
adopt leading technologies and proven best-practices, and will cooperate with other
organizations where such cooperation demonstrably benefits the City.
Footnotes added by staff:
1 Definition of Geographic Information System: "A geographic information system is a
computerized data base management system for capture, storage, retrieval, analysis, and display
of spatial (locationally defined) data." (National Science Foundation definition used in creating
the National Center for Geographic Information and Analysis; cited in William E. Hiixhold, An
Introduction to Urban Geographic Information Systems, p. 29)
Z An "enterprisewide" GIS is designed to serve a collection of departments and offices
within a larger "enterprise." In our case, Saint Paul City government is the enterprise.
3 Examples of other spatially-related information technologies in the City could include
complaint systems, permitting systems, facilities management systems, computer assisted design.
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,.������►: :
Saint Paul GIS Policy Board Charter
Approved by GIS Policy Boazd, May 20, 1999
Policy Board Vision
The GIS Policy Board is a group of City execurives and managers whose function
is to provide executive level guidance during and beyond the implementation of
the City's enterprisewide GTS, which includes assisting with decisions related to
the budget, project priorities, management issues, communications, and giving a
highly-visible level of executive support to GIS.
Policy Board Missions
Set enterprisewide GIS priorities for the City of Saint Paul.
2. Create a GIS Strategic Plan for the Yeaz 2000 and beyond, to guide the efficient
and effective utilization of GIS throughout the enterprise.
Assist in the development and ongoing revision of applicable policies, standards,
and procedures.
4. Resolve organizational issues.
5. Develop and recommend an ongoing budgeting/cost recovery methodology for
GIS across the enterprise, based on a careful analysis of the expected return on
GIS investments.
6. Participate in allocating and committing resources to a program of enterprisewide
GIS projects.
7. Review and recommend, as appropriate, unanticipated budget item requests not
previously programmed in the GIS Strategic Plan.
8. Educate other executives, users, partners and stakeholders about the GIS Program,
and promote its ongoing progress.
9. Review the progress of the GIS Program on a periodic basis to ensure it is on
schedule and within budget, and that it contributes to the City's overall goals and
success.
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10. Support and look for ways to create and foster a closer working relationship with
potential extemal partners, and support initiatives to shaze GIS data publicly, using
appropriate media.
ll. Monitor and encourage reseazch into current and emerging technologies.
Composition of Poliey Board
• Susan Kimberly - Deputy Mayor, Chair
• Bernie Bullert - Water Utility, Vice Chair
• Tom Eggum - Public Works
• Chief Bill Finney - Police
• Chief Tim Fuller - Fire and Emergency Services
• Peter Hames - Technology and Management Services
• Bob Kessler - License, Inspection and Environmental Protection
• Fred Owusu - Citizens Service Office
• Joe Reid - Budget Director
• Gerry Strathman - City Council Research
• Brian Sweeney - Planning and Economic Development
• Vic Wittgenstein - Parks and Recreation
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APPENDIX C
Saint Paul GIS Advisory Group Charter
Approved by GIS Policy Boazd, June 17, 1999
Advisory Group Vision
The GIS Advisory Group is a group of City GIS users and technical staff whose
function is to provide advice and recommendations to the GIS Policy Board during
and beyond the implementation of the City's enterprisewide GIS, which includes
assisting with decisions related to the budget, project priorities, management
issues, communications, and generating user- and technical-level capacity to use
GIS effectively.
Advisory Group Missions
1. Respond to requests by the Policy Board to assist it with the missions identified in
its charter.
2. Initiate proposals for the Policy Board to consider.
3. Adopt and promulgate technical standazds and procedures consistent with the
enterprisewide GIS policy framework established by the Policy Board.
4. Stimulate GIS user- and technical-level staff to pursue professional development
and training which incorporates best practice GIS technologies.
5. Exercise leadership to:
� improve awareness of GIS throughout the City; and
� identify needs of individual departments and offices that can be met by
improvements in each deparhnent's GIS as well as the City's
enteiprisewide GIS.
Composition and Procedures ofAdvisory Group
Each City department and office has the right to appoint at least one, and no more
than three, representafives to the GIS Advisory Group.
Interested parties who are not appointed representatives to the GIS Advisory
Group may attend Advisory Group meetings as observers.
Advisory Group decisions will be reached by consensus; when necessary, staff
will report to the Policy Board on issues of disagreement within the Advisory
Group that will not be evident in consensus decisions.
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The manager of the GIS Program will serve both as chair of the GIS Advisory
Group and staff to the GIS Policy Board.
_27_
Interdepartmental Memorandum
CITY OF SAINT PAUL
To: Nancy Anderson
Council Reseazch
310 City Hall
From: Bob Novak ��
Real Estate Division
140 City Ha11
Date:
�y, � � •:
�_.��`�jecEY;
August 5, 1999
Cou!�c� r�asearch Ce9f�r
i ; '� ; r ; r e
� ��'�'�' y . ��� y� /���� µ.
�..,�....ifr��LM1X4�������Qi��� �7ry��r������L1
I have reviewed the Ramsey County Assessors recommendation for this reduction in assessed
valuation for the above referenced abatement, and I concur with the assessor's determination and
recommend that the City Council approve this reduction. A Tax Court petition was approved for this
property, however it was not entered into the computer. This reduction corrects this error.
The City's lost revenue due to this reduction is $6,784. for the 1998 payable 1999 taxes.
If you should have any questions please call me at 6-8850.
Department of Finance & Management Services
Real Estate Division 140 City Hall
TeZephone 266-8850 Fax 266-8855
Qq ,���
S
(a�99-1144)
�
�
Property Records and $evenne
Valuation Division
720 Government Center West
50 West Kellogg Boulevard
St. Paul, h1N 55102-1696
July 29, 1999
Mr. Fred Owusu
St. Paul City Clerk
15 West Kellogg Boulevard Rm 170
St. Paui, MN 55102
Subject: Abatement Application: AX99-1144
Pin # 31-29-22-23-0030-1/555 Park Street
Dear Mr. Owusu:
RECEIVE€3
t JL � � 1999
�F4L �STATE DtVISION
Fax:651-266-217i
TDD#: 651-266-2170
The above application has been filed with the County Assessor for reduction in assessed
valuation.
The applicant states that such a reduction is warranted because a petition settlement was
agreed to on the payable 1999 tax but a clerical error prevented the updating of the records to
reflect this.
The County Assessor has recommended the following changes for taxes assessed in
1998 and payable in 1999:
Oriqinal
Market Value Tax-Capacity
$ 2,652,000 $ 91,245
Penalty, Interest, & Cost
$0 $0 �0
Ad Valorem Tax
$ 139,764.48
Market Value
S 2,200,000
G � $�3
Tax Capacity
� 75,426
Penalty, Interest & Cost
�a0 $0 $0
Ad Valorem Tax
S 115,533.72
Proposed
Minnesota's First Home Enle Commty
pnn:ed un ve yclM paper mt� s mmimum of IOS postmnsumer mntent
qq'
Minnesota Statute 375.192 provides that where the reduction of taxes, costs, penalties,
and interest exceeds $10,000, the city or town and school district where the property is
located may request a hearing before the Commissioner of Revenue to object to the
reduction. If your politicai subdivision desires a hearing on this appiication, please send
your request to me within 20 days. You may cali me at 266-2106 if you wish further
information.
If I receive no request for a hearing within 20 days, the application will be approved with
the Assessor's recommendation.
Sincerely,
/l��P�,1,.��
Richard M. Simmer, S.A.M.A.
Supervisor Appraisal Services
Valuations Division
�or
Brian M. Ducklow, S.A.M.A.
Ramsey County Assessor
/did
cc: Dorothy McClung
Dave Nelson (140 City Hall)
Brian Ducklow
Interdepartmental Memorandum
CITY OF SAINT PAUL
To: Nancy Anderson
Council Reseazch
310 City Hall
From: Bob Novak ►'
Real Estate Division
140 Ciry Ha11
Date:
�l�e���
August 5, 1999
COIt?SC47 P@��fGh ���i48C
,.. .. .. � .,
I have reviewed the Ramsey Counry Assessors recommendation for this reduction in assessed
valuation for the above referenced abatement, and I concur with the assessor's deternunation and
recommend that the City Council approve this reduction. This apartment was reclassified as low
income thus qualifying for a reduced tas rate justifying this reduction in assessed valuation.
The City's lost revenue due to this reduction is $2,887. for the 1998 payable 1999 taxes.
If you should have any questions please call me at 6-8850.
Department of Finance & Management Services
Real Estate Division 140 Gity Hall
Telephone 266-8850 Fax 266-8855
q q.�� 3
(ax99-1097)
. �
RnMSEv
Property Records and�,evenue
Valuatioa Di��sion
"r20 Governmert Center West
50 West Kellogg Boulevard
St. Paul, MN 55102-1696
July 12, 1999
Mr. Fred Owusu
St. Paul City Glerk
15 West Kellogg Boulevard Rm 170
St. Paul, MN 55102
Subject: Abatement Application: AX99-1097
Pin # 35-29-22-32-0047-9/409 Van Dyke Street
Dear Mr. Owusu:
�q����
Fax: 651-26E2177
'I'DDk: 651-266-2170
���F/VF
��� Z 4
R� fSTqTFDIV���9
The above application has been filed with the County Assessor for reclassification to low-
income housing.
The applicant states that such a reclassification is warranted because this en#ire apartment
building qualifies as low-income housing and thus is taxed at a much lower rate.
The County Assessor has recommended the foilowing changes for taxes assessed in
1998 and payable in 1999:
Oriqinal
Market Value
$ 472,500
Proposed
Tax Capacity Market Value Tax Capacity
$ 11,404 � 472,500 � 4,725
Penaity, Interest, & Cost
�0 a0 $0
Ad Valorem Tax
$ 17,607.78
Penalty, interest & Cost
$0 $0 �0
Ad Vaforem Tax
� 7.295.40
�ECEt�! ��
��L 191999
; ;3 i Y CLERK
biinnesota's First Home xale County
printeA on reqcied Daper with a mtmmum of IO%postconsumer mnt=nt
��
�� Minnesota Statute 375.192 provides that where the reduction of taxes, costs, penalties,
and interest exceeds $10,000, the city or town and school district where the property is
located may request a hearing before the Commissioner of Revenue to object to the
reduction. If your politicai subdivision desires a hearing on this application, please send
your request to me within 20 days. You may call me at 266-2106 if you wish further
information.
If I receive no request for a hearing within 20 days, the application will be approved with
the Assessor's recommendation.
Sincerely,
�,.�,�L,. �l � ..�-
Richard M. Simmer, S.A.M.A.
Supervisor Appraisai Services
Valuations Division
For
Brian M. Ducklow, S.A.M.A.
Ramsey County Assessor
/did
cc: Dorothy McClung
Dave Nelson (140 City Hall)
Brian Ducklow
�
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POLICY SESSION
Geographic Information Systems (GIS)
I. Why decision-makers should care about GIS
- George Latimer
II. GIS demonstration
- Tom Bushey, Environmental Systems Research Institute (ESRI)
III. The importance of GIS to municipalities
- Will Craig, Professor of Geography, University of Minnesota
IV. The importance of GIS to community organizations
- Greg Finzell, Rondo Community Land Trust
V. The City of Saint Paul's strategic plan for GIS
- Mark Vander Schaaf, Planner,
Saint Paul Department of Planning and Economic Development
VI. GIS budget considerations
- Joe Reid, Director, Saint Paul Office of Financial Sezvices
VII. Public comment
VIII. Council discussion
-813
Finding Entrepreneurial Solutions
Riverside Coun� 's
. Y.
Geo ra h�c Informa��on
_g � _
�ts Costs,
R�venue
By Pat Egetter
've been accused of running a private
corporation in the County of Riverside.
There's more than a grain of truth in
that assertion. During the past six
years, I had to beeome entrepreneurial
to keep our agency funetioning as we
struggled through the erash in Southern
California's real estate market and the aeeom-
panying recession.
In the mid- to late-1980s, our 7,300-
square-mile county eacperienced phenomena]
growth. Three new cities sprang up almost
overnight. In one year, we added 5Q000 new
parcela to our database, which today totals
more than 719,000 parcel assessments.
Just as everyone at our agency was
gearing up for continued growth, the bottom
fell out of our economy, and county
developmenbrelated income plummeted.
Between layoffs and attrition, we had to
downsize the Information Resources and
Geographic Information System (GIS)
Division by about 50 percent. I had major
concerns about whether we eould keep our
doors open and continue to provide services
and information.
GIS senior staff brainstorxned about how
to reduce costs and generate outside revenue
and came up with two major proposals. First,
we believed that we could save the covnty a
great deal of money and effort if we developed
an application that combined the county-wide
common pareel database with tabular data—
The County oj Riverside has
developed a thriving multi-
department enterpr�ise geographie
informationsystem (GIS), despit.e
erippling layoffs and budget belt-
tightening. Out of necessity,
Willia�nP. (Pat) Egetter, deputy
directar of the Information
Resoa�rces Divisio7a forRiverside
County's Transpm�tation and
L and Management Agency,
created a "big picture" enterprise
GIS. He also implemented a cost
reeovery program that leverages
the� coaGnt�'s parcel database,
saves taxpayer dollars ancl helps
neighboring cities and water
distrtiets establish their o2un GIS
departr��ents.
sueh as assessor's parcel numbers, road
names, building permits and tract numbers—
and with graphics and attribute data, such as
eontours, distriets, environmental, flood zones
and zoning information.
Second, we deeided to try to recover
some peisonnel and systems costs bylicensing
our valuable data to other metropolitan areas
and districts within our eounty on a costr
sharing basis.
More Than $350,000 in the Bank
The resulting common parcel database
has been an unqualified financial suecess. We
calculated that the sa�ings to the county just
from using PARCEL-INFQ our GIS public
information retrieval applieation, equal
between $35Q000 and $50Q000 in personnel
costs. This information retrieval application
uses both graphical and attribute queries to
report up to 58 information items on a parcel.
The 1l�ansportation and Land Manage-
ment A.geney is able to deliver maps and com-
puterized parcel information to developers,
engineers, county officials and the public in
a few minutes. We are also able to deliver
through a network exactly the same infor-
mation at our other office located in Indio,
more than 70 miles away. In the "old days,"
it used to take employees 30 to 40 minutes to
manually research a typical request. Now, we
can serve more people at our front counter
with fewer employees.
REPHINTED BY PERMISSION OF CALIFORNIA COUNTY U��
q9-813
,�� �
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n�y
ESRI
For more than 25 years ESRI has been helping people manage and analyze geographic information. ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS dient/ser ver
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and build success with GIS.
Corporate
ESRI
380 New York Street
Redlands, Califorrna
92373-8100 USA
Telephone: 909-793-2853
Fa�: 909-793-5953
For more mformation
call your
local reseller or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inqwnes to
info@esri.com
Visit ESRI's Web page at
www.esri.eom
Australia
61-89-242-1005
BELUX
32-2-460-7000
Canada
416-441-6035
France
33-1-46-23-6060
Germany
49-8166-677-0
Hong Kong
852-2-730-6883
Regional
ESRI-0lympia
360-754-4727
� ESRI-St. Lows
314-949-6620
��
�
ESRI-Alaska
907-344-6613 '
�..,:!
. . ��
ESRI-California
909-793-2853 � '
ext 1-1906
ESRI-Denver
303-449-7779
International
India
91-11-620-3801
Italy
39-6-406-96-1
Nederlands B.V.
31-10-217-0700
ESRI-Minneapolis
612-454-0600
� ESRI-Boston
�i 978-777-4543
ESRI-Washington, D.0
703-506-9515
ESRl�harlotte
704-541-9810
ESRI-San Antonio
210-499-1044
Sweden
46-23-84090
Thailand
66-2-678-0707
United Kingdom
44-1-92&210450
Venezuela
58-2-285-1134
Outside the United States,
contact your local ESRI distributor
For the number of your distributor,
call ESRI at
909-793-2853,e#.1-1235
Poland
48-22-256-482
South Asia
65-735-8755
Spain
34-1-559-4347
\
�� �v� , .� , .
No GS-35FSD86H
]9083 Pnntetl in USA
CCSM/5/98
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A CONSORTIUM PROJECT OF: Augsburg College; College of St. Catherine; Hamline Universiry; Higher
Education Consortium for Urban Affairs; Macalester Coflege; Phetropohtan State Urnversiry; Minneapohs
Communiry College, Minneapolis Neighborhood Revitalization Program; University of Minnesota (Center for
Urban and Regional Affairs; Children, Youth and Family Consortium; Minnesota Extension Service);
University of St Thomas; and Minneapolis community and neighborhood representatives.
E
�
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•
St. Paul Community
Geographic Information Systems (GIS)
i
Conducted on behalf of Neighborhood Planning for Community
Revitalization and the Center for Urban and Regionai Affairs
Prepared by
Sandra Paddock and Christopher Matthews,
� Graduate Research Assistants
University of Minnesota
August 1999
This report (NPCR 1130) is also available at the following internet
address: http://tcfreenet.org/org/nper
i
•
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August 1999
Neighborhood Planning for Community Revitalization
� (NPCR) and the Center for Urban and Regional Affairs suppoRed
the work of the authors of this report but has not reviewed it for
publication. The content is solely the responsibility of the authors
and is not necessarily endorsed by NPCR.
`
NPCR is coordinated by the Center for Urban and Regional
Affairs at the UniversiTy of Minnesota. NPCR is supported by
grants from the U.S. Department of Housing and Urban
e Development's East Side Community Outreach Partnership
Center, the McKnight Foundation, Twin Cities Local Initiatives
Support Corporation (LISC), the St. Paul Foundation, and The St.
Paul.
�
Neighborhood Planning for CommuniTy Revitalization
330 Hubert H. Humphrey Center
• 301 - 19th Avenue South
Minneapolis, MN 55455
phone: 612/625-1020
` e-mail: nper@freenet.msp.mn.us
website: http://freenet.msp.mn.us/org/nper
�
q q,$t3
s
_
t Acknowledgements
� St. Paul Communitv GIS Advisorv Committee
Mazk VanderSchaff, City of St. Paul
Jim Erchul, Dayton's B1uffNeighborhood Housing Services
Katya Ricketts, East Side Neighborhood Development Company
s Alan Malkis, Urban Coalition
Greg Finzell, Rondo Community Land Trust
Will Craig, Center for Urban and Regional Affairs
Kris Nelson, Neighborhood Planning for Community Revitalization
' Peggy Byrne, Minnesota Planning Office
Eric Stoller, Hamline Midway Coatition
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Ezecutive Summary
� The Ceater for Urban and Regional Affairs (CURA) at the University of Minnesota and
Neighborhood Planning for Communiry Revitaluation (NPCR) initiated the St. Paul Community
GIS* project in September, 1998 to assist the Ciry of St. Paul in responding to the informati�
needs and requirements of its partner Distrid Planning Councils (DPCs) and Community
Develapment Corporations (CDCs). For nine months (September 1998 through 7une 1999) two
� graduate research assistauts from the University of Minnesata's Masters in Geographic
Information Systems program worked with the Hamline Midway Coalition, a DPC and Dayton's
Bluff Neighborhood Housing Services, a CDC.
DPCs and CDCs have had long-stauding and mutually beneficial relationships with St. Paul City
govemment, having been partners with the City in its housing preservarion, crime prevention, and
qualrty of life improvemem programs since the 1970's. Access to timely and accurate
information about their target neighborhoods is important to the successful fulfillment oftheir
i responsibilities to the City.
This paper summarizes the findings of St. Paul Community GIS Project, and addresses the
following questions:
� • What types of uses do neighborhood groups have for geographic information?
• What capacities and resources do neighborhood groups possess for processing and
analyzing geographic and tabulaz data?
• What problems exist with the current public data infrastructure?
e • What opportunities are there for organizing and irnproving the delivery of information
and/or analysisto neighborhood organizations?
• What are the relative benefits, costs and barriers to implementing these solutions?
` Neighborhood based organizations prese�ly use maps and spatial information eatensively in their
work. Five categories of usage were identified: reference, e�emal communications, site or
incidem specific, targeting, and trend analysis. Each category provides value to the
organizations work and has specific requirements for development, information availabiliry, and
technical support.
* GIS (geogaplric information systems) - the storing and manipulation of geographic information
�
C'
GIS requires data, software, t�ardware and printers. GIS implementarion capaciry requires
� technical e�ertise and stafftime for data managemem and map produdion. Neighborhood
groups may find these requirements challenging due to their limrted staff size, over commitmern
of stafftime and limited investme�rt in technical resaurces. Community based organizarions,
however, have several assets to support successful implementation of GIS: familiarity with using
maps and spatial analysis, waununity generated data, and data quality co�rol due to i�imate
` locallmowledge.
Access to St Paul public data can be a daunting task for neighborhood organizations
because of lack of a clear directory to locate data, public policies or staff interpretarions
regazding what information can be shazed with DPCs or CDCs, and cost of obtaining
� public data sets.
The study identified and analyzed a range of delivery models according to their GIS
components, benefits and costs/obstacles to both neighborhoods and the City. Models
range from a city/county nonprofit GIS consortium to the development of in-house GIS
capacities within community organizations.
s
The report concludes that long-term solutions for neighborhood GIS access should
facilitate neighborhood organizational ability to:
• Access city data sets for in-house analysis
• Analyze and map intemal. Local data sets
, • Implement a variety of product formats (e.g., paper maps, spreadsheets,
overheads)
• Influence cartographic output ( e.g., map design, data included in map)
A series of steps or "building blocks" will need to be taken over the neat several yeazs to
create an efficient, effective neighborhood G1S system. A decision will need to be made
` eventually whether to create "in-house neighborhood GIS systems" or a"GIS center to
serve neighborhoods". Both systems require clazification of data shazing and data access
policies", citywide data and metadata standazds, and dedicated city staffto address GIS
concerns of CDCs, DPC and technical assistance providers.
A data handbook is proposed to provide, in simple non-technical language, a guide to
. obtaining and using spatial and non-spatial data obtained from the City and County
departments. The development of the handbook is not contingent upon the
implementation of Citywide data policies.
The development of the City of St. Paul's enterprise GIS in collaboration with CDCs and
DPCs will assure the continued effectiveness of these organizations in cartying out City
� policies and programs and the vitality of St. Paul neighborhoods.
ii
qa-a3
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•
Table of Contents
Introduction
; Community Organization and GIS: Background
Neighborhood Uses for GIS
Neighborhood Capacity for GIS
� Issues with Current St. Paul Public Data Infrastructure
�
�
��
e
s
Delivery Models
Benefit of Delivery Models to Neighborhood Needs
Recommendations
Bibliography
Tables and Diagram
Table 1: Neighborhood Applications for Geographic Information
Table 2a: Models for Delivery of Geographic Information
System Components
Table 2b: Cost and Benefits of Delivery Models
Diagram: Comprehensive Solutions for Neighborhood GIS Access
1-3
3-6
6-11
12-14
14-16
16-17
28
29-31
32
7a
18-21
22-27
31a
qG�$'
[7
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I. Introduction
� Communiry Development Corporations (CDCs) and District Planning Councils (DPCs) aze
private non-profit neighborhood scale organizations. Within the City of St. Paul, they have had
long-standing and mutually beneficial relationships with city govemment, having been partners
with the City in its housing preservation, crime prevention, and quality of life improvement
� programs since the 1970's.
To successfully implement such programs, CDCs and DPCs rely on timely, accurate information
about their tazget neighborhoods. Such resources, however, are not easily accessible to most
� CDCs and DPCs. As documented by Blumner (1998) and Kellner (1997), cri6cal pieces of
information, such as composite parcel-level data on housing units, can be costly and difficult for a
small organization to obtain on its own. When data is accessible, CDCs and DPCs may not be
able to derive information from the data or perform the level of analysis needed to determine
� trends.
Difficulties in obtaining and analyzing data can be addressed effectively through the City of St.
Paul's cunent enterprise geographic information system (GIS) planning effoRs. This system will
facilitate extensive and customized information analysis, bringing together dispazate sources of
� property information now collected and maintained across many city departments. This is a
major undertaking, resulting in an information system capable of greatly enhancing the City's
data organization and analysis capacities.
� Because of their critical community planning efforts, it is important that this wealth of
information be available to CDCs and DPCs. These non-profit organizations are recognized in
the Ciry's Consolidated Plan as "one of the major vehicles for the preservation of neighborhood
vitality" (St. Paul Consolidated Plan and Submission, p. 83). Access to information and analysis
e tools is not simply a question of CDC and DPC viability, but by proxy a matter of the
effectiveness of the CiTy's community planning efforts.
Community Organizations: Critical to St. Paul's Quality of Life
� The Ciry has formally created DPCs for citizen input and developed programs specificaily to be
carried out by CDCs. These non-profit, private organizations do not merely augment the City's
community development initiatives: they are a critical component of larger, city-wide quality of
qq,g�3
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life goals and initiatives, particularly in the areas of crime and housing. St. Paul's Comprehensive
Plan states that the city "relies on the non-profit secYOr to provide much of the initiative, direction,
and direct project implementation in the development of affordable housing" (St. Paul
Consolidated Plan and Submission, p. 83).
These relationships date back to the 1970's, when the City of St. Paul established 17 District
Planning Councils, one in every St. Paul community. DPCs were designed to facilitate citizen
involvement in ciTy planning and policy review. The missions and methods of individaal DPCs
have evolved since that time; today, each has a unique outlook on the issues facing their
communities and what methods are best used to improve the quality of life. Many have expanded
their scope beyond Ciry-funded programs to citizen-initiated progams and services. Regazdless
of the organization's size, all DPCs retain their original roles as primary facilitators of citizen
participation for vazious city projects, and for implementing certain city priorities, such as
community-based crime prevention programs.
Community Development Corporations (CDCs) also play a major role in the City's planning and
community development efforts. CDCs in the eazly 1980's emerged to promote targeted housing
and economic development. The City of St. Paul has looked to CDCs to implement a vaziety of
programs, including affordable housing development, housing support services, and business
corridor revitalization (St. Paul Consolidated Plan and Submission, 1995, p. 83).
The St. Paul Community GIS Project
To assist the City of St. Paul in responding to the information needs and requirements of its
partner DPCs and CDCs, the Center for Urban and Regional Affairs (CURA) and Neighborhood
Planning for Community Revitalization (NPCR) initiated the St. Paul Community GIS project in
September, 1998. Housed at the University of Minnesota, CURA and NPCR strive to connect
University resources to respond to community initiated proposals. These organizations have
sponsored numerous projects related to neighborhood group data access and analysis (Kellner,
1997, Matthews, 1998, Craig and Elwood, 1998). The current project gew out of these and other
efforts, when it became cleaz that a need eacisted to cleazly articulate how St. Paul CDCs and
DPCs presently used geographic data, and they could potentially use GIS and other data analysis
methods.
_
To understand how maps and spatial information aze used, and how capacity for such can be
� enhanced within community organizations, a pazticipatory reseazch model was developed. Two
goups -- a District Planning Council and a CDC — were chosen as pilot study sites. Within each
organization, graduate students were assigned to a) assess the organizations' GIS capacities; b)
create maps on an as-requested basis; c) suggest map applications as needs azose; and d) record
reactions to GIS producu. By working at the request of the neighborhoods, a realistic picture of
� GIS needs and capacities of each group was developed. An advisory committee, made up of
community representatives, City of St. Paul staff, and academic reseazchers, met regulazly to
provide scope and direction to the project.
S This paper summarizes the findings of St. Paul Community GIS Project, and addresses the
following questions:
• What types of uses do neighborhood groups have for geographic information?
• • What capacities and resources do neighborhood groups possess for processing and
analyzing geographic and tabular data?
• What problems exist with the current public data infrastructure?
• What opportunities aze there for organizing and improving the delivery of information
and(or analysis to neighborhood organizations?
• • What are the relative benefits, costs and barriers to implementing these solutions?
A key finding of this research has been that neighborhood groups (CDCs and DPCs) already
make use of spatial data through a variety of applications. Furthermore, access to GIS allows
� organizations to expand on and enhance their present analysis of data. Technical assistance and
data acquisition, however, remain barriers. For the City to fully realize the benefits of well-
informed, information-sawy communiry development partners, the needs of CDCs and DPCs
must be considered in the development of its enterprise GIS.
�i
II. Community Organization and GIS: Background
Neighborhood level GIS not only serves the needs of community groups but also adds value to
, the creation of a City GIS. Community organizations add value to geographic information
systems by verifying data accuracy and bringing additional knowledge to place the information
and analysis in the context ofthe community.
�1�'��
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Previous reseazchers have investigated how Twin Cities neighborhoods used maps in their work. t
Wi11 Craig and Sarah Elwood interviewed 50 neighborhood organizations in a 1998 study to learn
how communiry organizations use maps in their work (Craig and Elwood, 1998). Craig's study
provides a frarr�ework for understanding the ways in which community organizations mal:e use of
computer generated maps. NPCR, in association with an Urban GIS class at the University of
Minnesota, annually engages students to produce GIS applications in response to neighborhood i
organizations.
Neighborhood groups presently use maps and spatial information extensively in their work. The
type of questions a GIS might inform is a natural outgrowth of this current usage. As snch, '
developing neighborhood responsive GIS delivery models must be based on contextuai
knowledge about what community-based organizarions do, how they currently use maps, and how
capacity is built for using GIS and maps.
Neighborhood groups, in many respects, are logical users of GIS. Analyzing geographic
relationships is nothing new for neighborhood groups. They aze geographically defined
or�anizations, with missions involving improving the quality of life for a discrete area.
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Reflecting this geographic orientation are the questions they ask in the course ofthei� work. For •
example: "Where are crimes occumng?", "Do students at the elementary school live in tl�e
neighborhood's deteriorated housing?", or "Where should our home improvement loans be
targeted, to ensure maximum impact?".
Neighborhood groups also provide a unique perspective to spatial data. They often know �
information about houses not included in city and county databases. If a house is vacant,
community members may know about it before the county assessor's department records the
vacancy in its databases. Often, the first organizations learning about the vacancy aze CDCs and
DPCs, either through their community connections or by they themselves working in close ,
proximity to the vacancy. The neighborhood group often knows the circumstances contributing
to the vacancy, and if there aze any parties interested in acquiring and/or taking occupancy of the
property. Such information is vital to neighborhood organization, but can also be crucial for the
ciry's efforts at housing rehabilitation. �
Communiry organizations have other data collected in the course of their work that could
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contribute to an enterprise GIS. Over the course of our work, we encountered in-house database
detailing neighborhood housing grants and loans, a neighborhood conducted exterior condition
survey, neighborhood group membership, and current and potential block group captains. Such
information is not uniformly maintained amongst the city's CDCs and District Planning Councils.
However, because each organization has the ability to develop its own information stores as it
sees a need to do so, there e�sts a wide base of local lmowledge reflective of each
neighborhood's focus. Facilitating the process by which community groups can analyze these
unique data sets within a GIS will greatly enhance the overall structure of a city GIS, not only for
neighborhoods, but for governmental officials committed to effectively targeting available funds.
' There has been significant prior work done on how St. Paul CDCs and DPCs access and use
spatial data in their work. NPCR sponsored a 1997 Rondo Community Land Trust project to
assess community access to St. Pau] property data. The report (Kellner, 1997) detailed the
difficulty community groups had in accessing property information, in part because it was housed
• in eight different agencies, each with different data formats and procedures for making data
available. While Kellner's study did not directly address St. Paul's entecprise GIS development,
its findings on data access in St. Paul illustrate not only the challenges facing CDCs and DPCs in
accessing GIS data, but also underscore a fundamental challenge the City must overcome in
developing its GIS infrastructure. A 1998 study by the St. Paul Local Initiatives Service
� Corporation (LISC) detailed the pervasive nature of the data access problems first detailed by
Kellner, and pointed to the need for an integrated property information system for both the City
of St. Paul and local Community Development Corporations (Blumner, 1998). As a result of this
work, LISC provided eight CDCs with access to IRIS, a for-profit online properly information
� service. DBNHS was one of these organizations, and has been able to query Ramsey County
property records using this system.
Other projects highlight what St. Paul neighborhoods can do with access to GIS and geographic
� data. Recently, Hamline Midway Area Rehabilitation Corporation (H-MARC) developed a
protoType for an Eazly Warning System to identify properties at risk of abandonment, informing
housing strategies and tactics (Myott, 1998). Eazly Warning Systems have been developed in
other neighborhoods in the Twin Cities and across the country (Mardock, 1997). Most use GIS to
identify housing structures with multiple "warning signs" of abandonment of neglect, with
� variables are assigned weights based on the impact that factor has on housing abandonment.
Such systems are very useful for neighborhoods seeking to identify where abandonment may
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occur, but successful implementation will rely heavily on data availability and long-term access
to updates.
The development of a major new system, such as the St. Paul Enterprise GIS, should draw on this
set of research when considering how and why community groups can and should participate.
We hope that the St. Paul Community GIS project will assist in that exploration and demonstrate
how the Ciry of St. Paul and its community organizations can continue and deepen their
partnership to keep St. Paul a vital place in which to live and work.
In order to better idenUfy the ways in which community groups can participate in St. Paul's
enterprise GIS, the St. Paul Community GIS Project chose two representative neighborhood
organizations: one District Planning Council and one Community Development Corporation. The
research assistants then worked closely with each group for eight months, identifying potential
GIS applications and producing maps and other products on an as-requested basis.
Dayton's Bluff Neighborhood Housing Services was the clear choice to participate as the CDC.
They had a thorough database tracking all of their projects and inveshnents dating from 1981.
DBNHS staff used paper maps extensively in his work. DBNHS became strongly interested in
the possibiliry of analyzing their in-house database after participating in the 1998 Urban GIS
course.
The Hamline Midway Coalition was chosen lazgely on the basis of their experience in the
Urban GIS course. A planner for the coalition had proven an enthusiastic participant, providing
both direction and organizational insight to the students in their preparation of maps. There was
some backgound in GIS within this organization, which we felt would be helpful in recognizing
the potential for this technology. HMC also maintained a detailed database in-house, mostly a Iist
of "contacts," but it would prove useful.
III. Neighborhood Uses for GIS
In orderto provide usefulinformation to neighborhood groups, we first needed an understanding
of their existing uses for maps and spatial data, and how the capacity to use maps and data is built
over time. To accomplish this we worked closely with HMC and DBNHS. Our main task was
to provide maps for the groups, recording what maps the groups requested and how they were
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used. As appropriate, we also suggested new applications of GIS. This method facilitated an
� understanding how CDCs and DPCs use maps, before and after intensive technical assistance.
Eventually, pattems emerged in terms of the types of maps and applications we were asked to
produce. This was not a unique observation. Previous reseazchers (Craig and Elwood, 1998) also
found that the maps community groups used tended to fall into certain categories, based on what
� they were using them for. We relied for the first months of this project on Craig and Elwood's
pazadigm of how neighborhood groups use maps (Craig and Elwood, 1998). Ultimately, we
found it useful to devise our own descriptions for why the maps we created for DBNHS and
HMC were requested and for what they were eventually used. We have grouped these
s applications into five distinct categories.
Reference: Increase efficiency and accuracy of day to day operations.
Extemal Communications: Convey an organization's work, or factors affecting its
! work, with external entities.
Site or Incident Specific: Facilitate organizing, analysis, and/or decision-making around
a discrete sub-section of larger geographic azea.
Targeting: Tactical functions that employ an array of criteria to assist in operationa]
decision-making.
' Trend Analysis: Provide context for long range pla�ning and program development.
Each category has a distinct goal and unique production requirements. It is helpful to describe the
process for producing each category of maps. Table 1 provides a summary of the benefits of and
� requirements for each application type.
Reference
Among the first maps requested by both HMC and DBNHS staff were parcel level reference
' maps. Specifically, the organizations wanted maps displaying the address for each parcel in the
neighborhood, Without this information in a cleazly readable form, the groups were not able to
rapidly answer questions arising from citizen phone calls or visits. Both organizations had relied
on incomplete or dated address maps in the past and had a strong desire to obtain updates to this
information.
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Address maps were some of the most useful maps developed over the course of this project.
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Several times during meetings at DNBHS, for e�mple, we wimessed staff referring to the parcel-
, based address map hanging in their conference room for information on a property location, the
lot dimensions, and the geography of adjacent properties. Cleazly, the tabeling elements were
cruciat to the utility of the map. By accident, we also provided DBNHS another lazge-format
map of its funding by pazcel, but neglected to label the streets. That map was displayed in
DBNHS's conference room for an extended period oftime. They often referred to the map's lack
� of street labels (the pazcels were numbered, the streets were not named) as a major detriment to
determining Yheir locations.
Lack of map labels has diminished the utility of maps DBNHS has received in the past. On our
• first visit, the director of DBNHS showed us a]and use map custom-make for him about two
years ago. He thought the map was "greaY', but wasn't able to put it to much use. DBNHS had
requested address labels on the map, but was told it was not possible to add them. The result was
a map with seriously diminished utility. What might have become a crucial reference map for
' DBNHS was instead an interesting and somewhat helpful, but fundamentally flawed, document.
Often, reference maps with missing information were still of use to the organizations, with some
diminishment of utility. DBNHS, for example, was frustrated that the assessor's data we had did
not show "joined" parcels (e.g. two smaller properties combined to create a large lot, but retaining
� their respective PINS and boundaries in county records). Because stafFwere knowledgeable of
the neighborhood and its housing history, however, they were able to "fill in" some of this
information while using the maps. DBNHS demonstrated this repeatedly throughout the year: in
several conversations, the staff would refer to a specific azea on a map, mention "it doesn't really
� look that way", describe the difference, and then use the map's other data for additional reference.
External communications
From the beginning of this project, DBNHS was most concerned with obtaining maps for external
` communications purposes. The organization felt the ability to display descriptive maps of their
neighborhood would effectively communicate the capabilities of the organization and would reap
additional funding from external sources. DBNHS needed to convey what they have done in the
neighborhood in terms of housing de��elopment, where they may want to do work, and what
❑eeds exist.
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Producing maps for extemal communication illumi�ated a difference between these types of
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maps and maps produced for organizational reference. Because earternal communication maps
were externally presented, it was crucial that they be comprehensible to individuals outside the •
organization. Often, such maps were presented outside of the neighborhood, requiring the
information be presented in a way someone with little knowledge of the neighborhood could
understand. This meant that the process of "filling in gaps", as staff might do with a reference
map, would likely not be desirable.
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An example of this process is DBNHS's Capital Improvement Budget (CIB) applica6on process.
CIB is a biannual funding process of the city of St. Paul for community development projects. It
is a major source of funds for DBNHS's revolving home improvement loan program. The
application process includes a presentation to CIB's committee. The presentation was �
characterized by staff as "the most important thing we will use maps for in the next two years."
Creating suitable maps for the CIB presentation required consultation with DBNHS staff about
the information they wished to portray via the maps. Some draft maps were deemed too "busy" .
for a five-minute presentation. For e�mple, DBNHS hoped to use choropleth� maps depicting
the percentage of homeowners in each block group and the number of individuals below 80% of
median income. However, these maps were eventually dropped from the presentation because
the idea they wanted to convey — the concentration of individuals below 80% of inedian income �
in Vacts with lower owner occupancy rates — was going to require "too much verbal description"
for the CIB presentation. An attempt to simplify the viewing of DBNHS program dollazs by
aggregating funding by block was also deemed as difficult to describe during such a short
presentation.
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The context of an external presentation is very important when determining what maps to
produce. Only very simple, generat maps, might be appropriate for the majority of presentations.
Relying on a small set of maps, however, severely limits the effectiveness of using GIS for
external communications. In a longer presentarion, for example, DBNHS might have felt �
comfortable with allocating time for describing more complex and analytical maps, but these
maps still need to be concise in how they convey information even if they contain multiple
vaziables. Likewise, the format of a presentation to an audience of non-Dayton's Bluff residents,
such as the CIB panel, differs greatly from the approach DBNHS would take in a forum for •
A choropleth map displays areas shaded based on at[ribure value Chorople[h maps are frequently used with census bour�daries and
data, but [his car[ographic techmque can be applied to any division of land (e.g. state, counTy, census tract, parcel)
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neighborhood residents.
Site Specific Maps and Data
HMC did not directly request site specific information, but through conversation it became
apparent that they would benefit from maps and information of this type. The community
organizer at HMC indicated that while she was responsible for organizing block clubs
= neighborhood-wide, she found that unless there was a rallying local issue, it was unlikely that a
block would become effectively organized. To most effectively use her time, the organizer would
frequently devote her efforts to a single neighborhood issue that had the potential to produce the
most significant organizational impact.
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At the time of our meeting the most pressing neighborhood issue was an industrial site's plan for
major revisions to the makeup of their lazge land pazcel. The proposed changes, including several
new `curb cuts' and new structures, would have a significant impact on the number of trucks
� traveling through residential streets in the site's immediate surroundings area. A set of detailed
maps displaying the industrial tot helped HMC in suggesting altemative configurations for the
parcel that would have less impact on residents of the neighborhood. Additionally, a printout of
all residents adjacent to the site helped contact potential new block captains.
� The site-specific maps are largely for operational work and as a result, frequently do not need to
be as polished as maps created for external communications. However, they can easily cross into
the external communications domain, when neighborhood committees and stafftake the
information they gathered during their research phase (e.g. the site-specific maps) and present
: their cases to neighborhood forums or public officials. Thus, while some details needed in
decision-making can be "fiiled in" as discussed in the reference map examples, there is a great
need for accurate and timely information. However, it is important that the area to be discussed is
represented in adequate detail, requiring large-scale data, which can be expensive to maintain.
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Targeting Applications
Recently several Twin Cities housing groups have produced "Neighborhood Early Warning
Systems" which incorporate a wide array of data in attempting to identify properties which aze at
risk of becoming abandoned (Mazdock, 1997; Myott, 1998). Because of this work, DBNHS had
� some initial interest in developing targeting type applications with geographic information.
Perhaps due to the relative condition of the neighborhood's housing stock, DBNHS was more
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interested in working to market their properties than in anticiparing problem properties. DBNHS
requested maps that would identify suitable lots based on a given annual income leveL With this +
type of data, they could query the map based on the qualifications of a"walk id' client. In the
end, the logistical complications inherent to determining "affordability" prevented these maps
from being heavily used in the conte� of targeting.
HMC had less use for this type of application. There was diswssion of using our datasets to �
target the location of a new community center in the neighborhood. Unfortunately, this was not
really a complicated enough problem to warrant this type of technology. HMC's requirements
for the site were: 1) It must be in the neighborhood, and 2) It must be cheap or free. This
equation was not sufficiently complex to justify the use of GIS. On the other hand, a map of �
crime incidents (discussed in detail in the following paragraphs) was unintentionally used as a
targeting application. The locations of current block captains were mapped, to a establish a
prioritization of blocks for organization based on its exposure to crime activity.
Trend Analysis
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HMC had a strong demand for trend analysis maps. These maps, intended to pcovide context far
long range planning and program development, were to be used in their comprehensive planning
and organizing functions. Over the past year, HMC has compiled a comprehensive plan for the �
Hamline-Midway neighborhood. During initial discussions, several maps displaying census
information were requested to provide some contea�t and background to the creation of the
neighborhood's comprehensive plan.
There were also trend analysis maps created using the city's data sets. HMC staff had indicated �
that an interest in learning more about the general distribution of crime incidents in the
neighborhood. Nine months of individual incidents were generalized in order to produce a
surface poriraying the concentrations of crime incidents in the neighborhood. The crime trend
maps were of great interest to the staff and revealed surprising information about the general �
concenuarions of crime. Because the generalized nature of this information, a high degree of
accuracy is not necessary for this type of map, however a great interest was shown in determining
the precise time frame of the trend surface portrayed.
In Table 1, we have outlined each of the application areas discussed above. In the column titled �
'Benefits' we have outlined specifically how the neighborhood �oup would benefit from each
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type of application. This benefit frequently is also a direct benefit to the City. The requirements
� column in the table details the particular data requirements of each application azea. This can
have a significant impact on the cost of being able to carry out an appiication.
IV. Neighborhood Capacity for GI5
� A GIS is generally defined as a computer system for storing and manipulating geographic
information. Key components include:
➢ Data: both geographic boundazies and tabulaz information
➢ Sofrivare: this can mean either a desktop GIS system (e.g. MapInfo, ArcView), or an
� Internet map server
➢ Hardware: computers with adequate gaphics and processing capacities for the desired
analysis
➢ Printers: the medium for translating digital geographic information into paper format
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However, GIS implementation must be taken within the context of the non-computerized,
existing organizationa] structures.
➢ Technical expertise: Does anyone in the organization know how to use GIS softwaze?
` Who is comfortabie with translating tabulaz address files into a geographic layer?
➢ Staff time: Does the organization's staff have enough time to make maps? Maintain a
computer system? Obtain data from appropriate outlets?
By including the human part of a GIS in our analysis we are able to relate the processes of t6e
� organization to the processes of the computer system. Equipment alone never guarantees
successful GIS implementation; beginning GIS users may find it prohibitively difficult to use GIS
software and create maps without clearly defined research goais, training, or knowledge of basic
geospatial concepts.
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St. Paul's neighborhood groups can bring many assets to the citywide GIS system, including:
➢ Familiarity with using maps and spatial analysis. While they are a diverse group of
organizations with unique histories, the vast majority use paper maps and spatial
• information extensively in their work. As discussed earlier, this is in part because the
geographically centered missions of neighborhood organization. Researching and
organizing around their core issues has necessitated utiiizing census data, city building
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permit data, and city crime data. Forward thinking projects, such as the pilot
Neighborhood Early Waming Systems, could serve as inspirations for city deparhnenis
that have not made ea�tensive use of geogaphic data in the past.
➢ Local data collection and quality control. Most St. Paul community organizations also
have collected their own data in the course of their work. Our two target groups
assembled detailed infoanarion on neighborhood housing grants and loans, a
neighborhood conducted exterior condition survey, neighborhood group membership, and
current and potential block group captains. As the St. Paul enterprise GIS evolves,
neighborhood groups might be able to play a formal role in data co[lection or data
maintenance.
DBNHS is particularly commendable in its maintenance of an extensive Access database
pertaining to its programs. Information on each trcrosnction (a grant or loan given by DBNHS to
a property) is available from 1980, including property owner, PIN, amount of loan/grant, interest
rate of 1oan, and demographic. The database is used extensively to track outstanding loans,
produce performance reports for grantors, and analyze home ownership trends in the
neighborhood. In addition to this database, DBNHS also subscribes to the IRIS property
information system. IRIS is a privately developed Internet system for obtaining property data,
including Ramsey County Assessor's data. This system allows for single property look-up, as
well as limited {less than 200 records) data downloading. The HMC offce also has an existing
data infrastructure, in the form of a FileMaker Pro database, which could be mapped on an
ongoing basis.
Several characteristics of neighborhood organizations can adversely impact their ability to
effectively use GIS:
➢ Resource poor. Neighborhood organizations do not have the same capital resources as
larger non-profit or govemmental organizations. While some groups aze able to leverage
their internal resources and funds, many find it difficult to do so, because of smaller size
and lesser name recognirion than lazger community-based organizations. Because of
their smaller budgetary size, their staffs aze genernlly smaller as well, and as such the
ability to keep someone on staff solely for technical and computer support is not realistic.
At the risk of stating the obvious, this lack of resources also prevents neighborhood
groups from purchasing the appropriate hazdware and sofrwaze to manipulate GIS data
"in house." Notably, DBNHS has found federal funding to build some of their hazdware
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and softwaze capabilities, but still may struggle to maintain adequate resources. HMC
� would not be able to run any commercial GIS pacltage on the computer hardware present
in their office.
➢ Limited staff fime. Typically, staff at neighborhood organizarions have very full
ca]endazs, exacerbated by the fact that the organizations generally aze not financially
secure enough to hire more than a skeleton stafE As a general rule, there are few or no
� administrative and technical staffpersons available to the group. Often, especially in
district planning councils, a community organizer will assume dual roles (e.g. as
executive director and community organizer, or community organizer and administrator).
This diminishes the likelihood that time might be spent implementing a GIS, or
• contributing as part of one.
➢ Size constraints. The small size of a neighborhood group's staff diminishes its ability to
cap;,alize o;, possible eii ciencies gained tnrough GIS implementation. While some tasks
• will become more efficient, they will not facilitate the elimination of one job function in
the office (which could theoretically be devoted to GI5 and data analysis.)
V. Issues with Current St. Paul Public Data Infrastructure
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Previous work (Kellner, 1997; Blumner, 1998) has established that St. Paul neighborhood groups
have found acquiring the housing data needed for their work to be a difficult and time-consuming
process. While Kellner's report focused on locating housing information for individuai parcels, it
does raise up a concern we had from the beginning about this project: if it can be difficult to
` locate data for an individual property, how readily would it be available for an entire
neighborhood, and in a digital format?
Data Access and Availability
� One of the St. Paul Neighborhood GIS Working Group members, Mark Vander Schaaf, was
essential when it came to Vocating and acquiring data. As a staff inember of the city's Planning
and Economic Development (PED) department, Vander Schaaf possessed a thorough
understanding of publicly-available oatasets, GIS-specific data needs, and who was responsible
� for maintaining and distributing certain datasets.
There were times when Vander Schaafs involvement in locating and obtaining digital data was
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indispensable; where data simply would have been too time-consuming or costly to obtain
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without his assistance. An exampte of this is when we received a contact name from Vander �
Schaaf about obtaining a housing-related database from a city department. When we called the
departcnent requesting to speak with our contact, another worker handIed our call instead. We
were told that the request was 'bery unusual", and there was no guarantee that it would be
available. If it were, it would likely cost at least $40 for a paper list. The data would not be
available either in digital format or broken down by district planning council. A subsequent �
inquiry to the official Vander Schaaf suggested we speak with produced very different results.
We were immediately told, "ThaPs no problem—it is all public informatioa". Within an hour of
that discussion, we received a WordPerfect document containing a table of our requested data,
broken down by district planning council. �
This incident reminded us how crucial it can be for neighborhood groups to know where to go for
publicly held infarmation. Part ofthe ease we had in obfaining data was because we were well
connected. Vander Schaaf was on our steering committee, and as such had an interest in the •
success of this project and of the participating neighborhood organizarions. Getting data
maintained by or stored at PED — the bulk of our data needs — was not difficult. Furthermore, his
knowledge of whom to speak with about other data sets (e.g. historical housing values, city
building permits) provided the necessary connections to obtaining information PED could not .
offer.
Neighborhood knowledge about data availability, however, isn't enough: city employees must
know what data is publicly available from their departrnent and what the procedures aze for
releasing this data. Development of citywide data shari�g policies, and designation of contacts S
for publicly available data sets, can assist these efforts. In the previous example, the city worker
may not have known the information used in their offces was public data, or even that is was
easily transferable in digital format. Departments that have a"point persod' in charge of
answering queries about its publicly available data can avoid these misunderstandings �
Without Vander Schaaf to call for advice on data requests, much of this project would have been
slower and more frustrating, with more time spent trac[cing down the appropriate data source. We
also would have encountered additional financial obstacles during this project. As neighborhood
groups build greater capacity for using spatial data, it will be difficult for city staff to handle their
requests as an informal part of their jobs. One way of addressing this issue is to produce at
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minimum a data bibliography that could reproduce some of Vander Schaafs expertise with
� respect tp the repositories of existing data resources for neighborhoods. A GIS data handbook,
containing contacts for spatial data seu as well as metadata records, can help the city relieve
some of its increasing data request burdens as well as educate the public about what data is
available and how it may be used.
� This brought up a crucial quesrion: what is a"city project"? There aze varying interpretations of
what CDC and DPC projects are. As discussed in this paper's introduction, the roles of both
CDCs and DPCs as community planning agents aze well defined in the Ciry's Consolidated Plan.
Based on this documentation, one could interpret that most rnrything community groups do could
• conceivably be classified "city projecY'. However, others may expect a"city project" to be more
directly tied to a specific city-administered program, such as CIB-funded projects. For example,
a simple address reference map enables CDCs and DPCs to more efficiently carry out the City's
desire to foster safe and livable communities. If such a map improves the effectiveness of a city-
. funded organization, and the City depends on the organization as its citizen participation arm,
does this qualify as a"city projecY'?
VL Delivery Models
•
"Hands on" assistance in the map production process had a major impact in how frequently maps
and spatial information were used in the DBNHS and HMC offices. From our project, we found
that some technical assistance and capacity-building mechanisms were vital to neighborhood
groups when it came to producing and deveVoping mapping applications. While both of our
s groups used maps and geographic information extensively in their work, neither fully knew the
scope of digital data currently available from sources within the City, nor did they have the
appropriate hardware or softwaze available to them to produce maps on their own.
� There has been some work done recently on building models for increasing neighborhood
organizational GIS capacity. A group of geography researchers at the University of Minnesota
recently wrote a paper detailing models for making GIS available to community organizations
(Leitner, McMaster, Elwood, McMaster and Sheppard, 1998). They detailed six models, based
� on their experiences with Minneapolis neighborhood groups, for making GIS available to
community organizations. We have chosen to adapt their work for this project, expanding upon
and adding some scenarios we feel may be particularly useful and applicable to St. Paui
= 16
�
�
neighborhood organizations. Tables 2a and 2b draw lazgely on Leitner et al's paradigm, but will
scrutinize possible local participants in building these models and the relative costs and benefits •
of these models to all parties.
The range of models presented here is in lazge measure for discussion only. We feel all are, as
models, worthy of consideration. However, they aze being presented in this section as delivery
models only, not as recommendations. e
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VII. Benefit of Delivery Models to Neighborhood Needs
� In the models presented above, there are many ideas for enhancing the capacities of CDCs and
DPCs to use maps and geographic information. However, throughout our research, it is clear that
considering models must be done in concert with considering neighborhood capacities and
requirements.
�
Each model has its strengths and weaknesses. Many of these benefits aze based on desired
outcomes. For example, a neighborhood such as Dayton's Bluff with a high need to control the
information it presents to the world will not be best served by a cookbook GIS solution.
, However, its needs for locating property and information about that property quickly and
accurately may be best served by a pazcel map of housing values with address labels.
In short, the effectiveness of any effort to increase neighborhood GIS capacities must be
� accompanied by a clear sense of the needs of said organizations. Thus, we will now return to our
earlier-described paradigm of neighborhood applications.
• Reference
• External Communications
� � Site or Incident Specific
• Targeting
• Trend Analysis
In the end, it is important to note that several of the models might not only enhance CDC and
• DPC capacities, but also enhance the city's ability to ensure its goals are accomplished. For
example, St. Paul relies on its disffict planning councils to implement community crime
prevention strategies. However, oftentimes community organizers don't have an existing means
to learn empirically where the high crime areas of their neighborhood are. HMC staff, for
example, were surprised when first shown the map of crime statistics in the neighborhood.
� Before seeing the trend maps, their understanding of crime trends was based on a trickle of block
club calls and police reports. As it turns out, this information provided a very different picture of
crime concentrations than the maps did. HMC was working towards an important goal of the
city's -- keeping neighborhood safe -- and yet the organization didn't even have a map, or a well-
e organized summary -- of the locations of crimes reported. Such lack of information not only
frusVates the ability of DPCs to conduct their work, but also compromises the effectiveness of
important initiatives the city funds directly, and relies on community organizations to implement.
q9-�i3
� 28
��
1
�/�`'�
U
VIII. Recommendations
�
The fundamental rationale for our work is that with good information in hand, community groups
will be more e�cient and more effective in carrying out their missions. Accessing this
information is crucial to ensuring CDCs and DPCs are able to continue making the sound e
neighborhood planning decisions on which the City of St. Paul relies. Because these
organizations are partriers with the City on many initiatives and programs, a major goal of the
City's enterprise GIS planning efforts must be to ensure CDCs and DPCs have access to GIS
maps and data to successfully complete their work.
We envision rivo distinct GIS delivery channels might be created in the long run to achieve this
goal:
�
1. Develop in-house neighbor600d GIS capabiGties. We define this broadly as the ability of a
neighborhood organization to create maps and analysis in-house, using tools such as desktop S
GIS software, an Internet map server, or desktop GIS map browser (e.g. ESRI's Map
Explorer).
2. Create a neighborhood GIS center. Such a center may either be developed as an
independent entiry or within a currently existing organization.
s
Working towards an efficient, efFective GIS system is an incremental process. Realistically,
neighborhood GIS capacities will be developed over the course of several years. Data access,
technology access, and spatial analysis skilis aze complex capacity-building issues, and will '
benefit from a modular system building process. This can be achieved by conceptualizing the
delivery models outlined earlier in this paper as building blocks. Each building block represents
a significant improvement in the wrrent infrastructure for providing data and analysis capacities
to community organizations, as well as representing a step towards the rivo lazger long-term goals `
described above.
These building blocks are envisioned as interchangeable; some or ail might be deployed to
achieve one or several of the discussed delivery channels, as illustrated in Figure 1. On the
diagram, steps involved in reaching the larger capacity goals are stacked in approximate order of
occurrence. For example, the building blocks at the base of the pyramid are shared by each
29
!
solution; these aze the foundation of any neighborhood-responsive GIS system, and must be
� addressed in order for any GIS delivery model to work efficiently. Early focus on these elements
by city and county officials will ensure that a stable distribution structure is integrat to the
enterprise. Conducring these steps in conjunction with the city's CDC and DPC parmers will
raise awareness within the community about the system St. Paul plans to develop, as well as
capacity for obtaining and using maps and spatial data in their community planning efforts.
� These actions wili lay the foundation for cleaz and positive community-city GIS partnership in the
future.
The most immediate ofthese building blocks that should be implemented is a well documented
, and understood citywide data sharing policy. Cleaz and consistent policies must be established
for the distribution of public data. Such policies should address who is responsible for
distributing data and what documentation should be included in a data delivery. Because of the
crucial role DPCs and CDCs play within the City's planning process, ail data policies should
• include provisions pertaining directly to the specific and distinct data rights of these entities.
Enterprise-wide data policies require substantial intra- and inter-departmental coordination.
However, once formulated, these standards can last for years. The City of St. Paul would benefit
from the increased security that its data is being distributed in a systematic, fair manner.
, Neighborhood groups would atso benefit from such an arrangement, in that such a policy will
clearly identify whom they need to contact for critical neighborhood data, and what
responsibilities using that data requires.
� In order for neighborhoods to mvcimize this benefit from a data access policy, they will need to
have a greater understanding of the procedures required to obtain and use this data. A data
handbook should be developed which would provide, in simple non-technical language, a guide
to obtaining and using spatial and non-spatial data obtained from City of St. Paul departments.
� The development of a data handbook is not conti�gent upon the implementation of a City data
access policy. In fact, the data handbook will bejust as important in an environment within
which policies are not consistent across depaRments. In either event, it is vital that a document
be tailored to the specific needs and challenges faced by neighborhood organi2ations. An idea]
� handbook would detail sample GIS applications, G1S technical support resources, and contacts
for obtaining spatial and non-spatial data.
�q � �3
. �; ..
s 30
\
�
q Another excellent initial step would be the development of a pilot application, accessible over the
�
Internet, which all neighborhood groups could access and apply to their jurisdiction. This would �
be invaluable in creating city wide interest in map based analysis going a step beyond
conventional paper-based reference maps. City devetopment of such a system will also
encourage neighborhood groups to incorporate more analysis in their decision-making, and serve
notice that the City is an interested pariner in the process of enhancing how information is ased
by neighborhood groups. �
Which solutions are ultimately implemented depends lazgely on political and economic realities.
We recognize that the City of St. Paul's enterprise GIS system will not be built with unlimited
funds or resources. It is, however, imperative that neighborhood groups, the City, and non-profit `
GIS technical assistance providers continue to communicate and collaborate in the process of
exploring options. The sotution will not be simple, or free, to anyone. $ut incorporating CDCs
and DPCs into the City of St. Paul's enterprise GIS system is not a luxury: it is imperative for the
continued vitality of St. Paul's nei,ghborhoods. The roles that these community organizations play •
within the city planning process - direct citizen participation, affordable housing developers,
crime prevention specialists - are too critical to the well-being of St. Paul to afford unnecessarily
inadequate information resources.
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Bibliography
� Blumner, Nicole, "Data for the People: St. Paul and Integrated Property Information", Local
Initiatives Support Corporation, unpublished, August 1998
City of St. Paul, Minnesota, "Consolidated Plan and Submission", April 1995.
Ciry of St. Paul, Minnesota, "Consolidated Plan and Submission, 1998 Annual Update", April
� 1998.
Craig, William J. and Elwood, Sarah A., "How and Why Community Groups Use Maps and
Geographic Information.", http:/ftcfreenet.org/org/nper/reports.html, November 1998
Kellner, Stephanie, "Accessing Housing Data in Saint Paul and Ramsey County, Minnesota."
� http://tcfreenet.org/org/nper/reports.hhnl, April 1998.
"Leitner, McMaster, Elwood, McMaster and Sheppazd, "Models for Making GIS Available to
Community Organizations: Dimensions of Difference and Appropriateness", Presented to
the NCGIA specialist meeting on Empowerment, Marginalization and GIS, Santa Barbara
CA, October 1998.
! Mardock, Lori, "Predicting Housing Abandonment in Central: Creating an Early Warning
System." http://tcfreenet.org/org/nper/reports.html, June 1998.
Matthews, Christopher, "Urban GIS Course Projects, Spring 1998", Center for Urban and
Regional Affairs, unpublished, August 1998
� Myott, Eric, "Housing Early Warning System Feasibility in the Hamline Midway Area",
http://tcfreenet.org/org/nper/reports.html, April 1999.
Saint Paul Planning Commission, "Saint Pau( Housing Plan: Drafr for Communiry Review",
October, 1998.
! Saint Paul Community Development Task Force, "Saint Paul Community Development Agenda",
April 1996.
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�9-813
ESRI GIS Software:
Helping Design Tomorrow's Cities Today
Since 1969, ESRI has been
helping people solve real-
world geographic problems.
Local government professionals have always been involved in developing communi-
ties we would all want to ca11 home.
Originally, trus meant designing and maintaining cities and counties through land use
regulation and infrastructure support. Agencies have had to balance the needs of
residential neighborhoods, agricultural areas, and business concems. Now, in
addition to that complex challenge, local governmen[s must factor the requiiements
of a growing list of regional, state, and federal agencies as well as special interest
goups into their decisions.
Rapidly changing economic conditions have further complicated the process by
tlueatening the funding needed to carry out these functions. To date, local govem-
ESRI, a pioneer in ments have been right-sized, been downsized, and had theu budgets drastically cut
geoprocessing tools, is while trying to maintain service levels. Information technology, especially geo-
wl2olly deC�tCated to C'iIS S�aphic infoanation systems (GISs), has proven crucial in helping local govemments
cope with ttris environment.
technology.
ESRI� softwaze solutions have helped planning, building and safery, public works,
and engineering professionals meet or exceed the demands placed on them. ESRI
Today more than IOQ000 softwaze is the number one choice of local governments for their mapping and
organiZatiOnS arOUnd the analy[ical needs. Using GIS softwaze from ESRI, local government staff have
world use ESRI software discovered how traditional tasks can be performed more efficiently and how some
tasks previously impractical or impossible can be easIly accomplished.
because it utilizes the
leading ideas in technology
for geographic information
management.
Here aze a few of the benefits of using GIS in local govemment:
• Increase efficiency.
• Save time.
• Generate revenue.
• Provide decision support.
• Improve accuracy.
• Manage resources.
• Automate tasks.
• Save money.
°Iq' ��a
Managinq the Development Review Process with GIS
GIS has expanded from a niche technology used by specialists to an integrated
information technology used throughout the organization. While demand for staff
who specialize in GIS persists, numerous community de
public works professionals are embracing GIS as a basi�
doing business. ESRI supports both approaches with cc
support of GIS professionals perfoiming georeferenced
and easily wstomized tools for [he pervasive use of GI�
across disciplines to improve efficiency and centralize
information.
The development review process assures that plans for
development adhece to fedexal, state, and xegional
requirements as well as protect citizens from environ-
mental or public safety hazards and support progressive
economic development CommuniCy development and
public works agencies are integrating ESffi software
solutions as a central component in the development re�
process.
ESRPs GIS softwaze has functionality that follows the process—such as
mapping, site review, norification, analysis, and environmental review—that
make up fhe development review process. GIS integrates and sh'eamlines processes
between diffecent depazunents.
BSRI's GIS softwaze, the next step in the evolution of information technology,
sueamlines the development review process tluough sharing data. Using a
central information base eliminates problems caused by conflicring data.
By integrating GIS with local
government processes, staff can
• Streamline processes.
• Track projects.
• Create an information base.
• Perform joint project analysis.
• Share information resources.
• Reduce redundant data sets.
GIS helps coordinate the
development review process
allowing departmen2s 20
share data and review
projects more rapidly.
9 9-813
ESRI GIS for Planning
Planning seems simple enough: design the ideal commu-
nity then develop regularions to enswe design goals are
met. Realiry is faz more complex. Today, planning for
local governments means dealing with constant change.
Planning professionals have the technical expertise,
political sawy, and fiscal understanding to translate a
vision of tomorrow into a sVa[egic action plan for today.
Front Counter Service
GIS promotes a good public image of the
department. Armed with GIS tools from
ESRI, staff inembers can quickly access
informauon on pazcel maps, environmentally
sensitive azeas, zoning, permit status, and
other planning information.
Case Study
these demands while dealing with
limited funding and staffing.
Creating a�Livable Plan for the Fu2ure
Though only 3,500 people lived in "
Spanish Springs, Nevada, in 199Q at
the current growth rate ihe popula-
tion will top 23,000 by 2015. Jobs in
neazby Reno have drawn people to
the azea. Employment is strong, but
over 40 percent of the jobs created
aze in the service sector, where
salaries aze generally lower. Unable
to afford housing in Reno, these
workers have moved to neighboring
communifles like Spanish Springs.
might tum into a maze of housing
tracts, strip malls, and congested
roads. That nightmare will never
happen according to Cynthia
Albright, growth management
planner for Washoe County.
Albright has worked with local
residenu to develop a 20-yeaz plan
that wIll ensure the community
grows in a way that preserves its
nual character while providing
appropriate housina and adequate
public services.
Requuements handed down from federal and state regula-
tory agencies; regional economic, air quality, housing, and
transportarion boards; and an increasingly acrive public
have made this job even more challenging.
Literally thousands of local government organizarions are
embracing GIS tools from ESRI as a means of ineeung
Spanish Springs that was unsuitable
for development due to topography
or location in a floodplain or wet-
land. Next, publicly owned land and
existing housing were mapped. The
remaining land was suitable for
development. Maps showing these
areas were printed and used at public
meetings where planners and the
public determined where addiponal
housing, businesses, and other
development should be located.
If the community was allowed to Tlus information was digitally
grow in a haphazard fashion with no T'he fizst step in creating the plan entered in the GIS and the resulting
comprebensive plan, Spanish Springs was mapping all the land in maps were dishibuted among the
, qa ��3
Current Planning
Current planning requires evaluating present
conditions, identifying problem areas, and
managing change.
The mapping functions of GIS illustrate relationships
between various parts of the community to planners
and residents alike fu more easily than paper maps
or design guidelines.
Comprehensive Planning
Comprehensive planning is an ongoing process of
goal setfing and problem solving. ESRI GIS sofiwace
supplies a suite of powerful tools to capture, inte-
grate, and Ieverage large and dispazate data sets.
These tools help planners analyze problems more
quickly and thoroughly, formulate solutions, and
monitor progress toward long-term goals far the
communiry.
It is no wonder tha[ ESRI's software solutions have
been adopted by more planning agencies than any
other GIS software. By integrating and organizing
informafion spafially, planners can get a bcoad view
of the current situarion and moie accurately assess
the future. GIS software lets you analyze more
scenarios more quickly, giving decision makers
more choices.
County agencies responsible for building
Spanish Springs' infrastructure—the roads,
sewers, pazks, schools, and other public
faciliues—that future residents would need.
Based on these maps, each agency determined
where and when new facilities should be built.
Using GIS, new information and changes in
plans are easily incorporated in the master plan.
The County c2urendy revises the plan for
Spanish Springs every five yeus to accommo-
date the growth and changing concems of the
community. "The personality of the valley
changes as it grows,° says Albright. GIS makes
it easier to plan for that a owth.
OEYELOPYENTSURABILRY �
_-�-- ❑-- . _ . �
•---'-- o
.�._�. o—_. ��
�--
°__ _ �.s
`� �
ESRI for Bui►ding
and Safety Professionals
The mission of building and safery professionals is clear:
promote an acceptable coznmunity environment for citizens
and protect the public interest during the development of
pzoperty. The needs of maturing and emerging cesidential
neighborhoods must be balanced with those of business and
agricultural areas.
Meeung these needs involves permit assistance and uack-
ing, field inspection, code enforcement, and policy develop-
ment for community design standazds.
Case Study
Building departments worldwide use ESRI's GIS softwaze
with custom solutions from established business partners to
solve these problems. This enabling technology allows
building and safery peLSOnnel to xeview emerging trends
while streamlining business processes and maintaining good
service levels.
Administrative Support
Building officials must answer the public demand for less
bureaucratic red tape as well as help create livable and
sustainable communities.
ESRI has a complete suite of affordable GIS softwaze
solutions for geographically managing, analyzing,
mapping, and reporting information. GIS can be used to
review policies such as establishing moratoriums or
identifying areas of substandazd building construction.
Using ESRI softwaze with leading business partner
solutions shortens the development review process and
can improve the overall performance of the department by
more efficiently hapdling projects.
Community Development Land Use/Permit Management System
The City of Aspen and the County of
Fitkin, Colorado, combined forces to
create a land use and pernut man-
agement system that coordinates the
building permit process with othex
government departrnents. The
system routes the approvals of
departments and confirms the
completeness of requirements prior
to permit issuance. The system
creates management reports of time
spent and fees charged for building
pemrits and inspections. Managers
can use reports to evaluate stafLug
levels and compile reports for
budget requests.
ArcView� GIS software was used to
integrate information and provide an
easy-to-use interface that allowed
staff from all departments to query
the system on the status of requests.
Coordinadng efforts across the
organization avoids procedural
"train wrecks."
Planning staff use the system to
manage the building permit process
more efficiently. Cost savings
estimated at appro�mately 575,000
w1ll be realized duough more
efficient use of existing staff while
maintaining the present level of
sernice to citizens. The system also
aids in long-term planning. Five-,
seven-, and ten-yeaz projection
reports on the development potential
for various regions in the City and
County can be generated.
The system incotporates functional-
ity from several pro�ams. Fden
Systems Permits & Inspections,
IlVFORD� Online relational
database, and GIS mail merge
appleis ue linked to ArcView GIS.
ArcVew GIS uses spatial data from
ARC/INF0 generated shapefiles.
Hardware for the system consisu of a
q c�,��3
Permit Assistance and Tracking
Effecrive counter technicians aze vital in developing a
positive image for youi departmenf with developers,
business owners, and community residents. Public
informauon counter applications developed using
ESRI softwaze let counter personnel rapidly retrieve
accurate infoimation for topics ra�ging from pazcel
size to school dis[ricts.
ESRI soluuons automate many of the most time-
consuming and labor-intensive tasks. Building a�d
plan check fee calculations, address assignment, and
report production can a11 be handled rapidly and
accurately using GIS. Projects can be tracked
throughout their life cycle and progress and fees
monitored.
Field Inspection and Routing
ESRI softwa� teanied with business partner solu-
tions ca� efficiently ioute inspectors and speed
coIlection and entty of infornnation from the field.
Use GIS to coordinate the collection of all rypes of
data from field inspecfion notes to letters and other
communications. More effective routing and
reporting means more productive field work and
reduced work backlogs.
Code Enforcement
Effeclive code enfotcement preserves community
aestheucs and enhances property values. ESRPs
GIS tools enable building officials to respond
proactively and prevent neighborhood deterioration.
Complaints, parcel information, past work orders,
demographic Yrends—GIS can process all these data.
Quickly generate maps and reports for presentations
to community groups and elected officials. ESRI
prwides powerful analysis tools so building
officials can maiutain and improve the quality of
communities through code enforcement.
Sun'" SPARCServer 20 with a
Solaris NIS+ network operating
system. Future enhancements to
the system will use Eden Systems'
InFomm Gold, an end user product
written in Delphi3 from Borland.
InForum Gold embeds MapObjects
in the application.
The Community Development Land
Use/Pernut Management System
promotes fair and effective reaula-
tiott of development throughout the
City of Aspen and Pitkin County.
As part of an enterpnsewide GIS
approach,thefollowing
departments aze expected Yo use the
Land Use/Permit Management System:
�Y/COU�Hy Community DeveloPment Deparh�mt
G�h'«�H EnvirohmeMel Meakh Departmeryt
Olh' and County Fi�q�e . _ _
. Cwmry Us¢ Tax
c:ey ware, oe�;e,�„i -
Clly a�W ppuMy Attoryi¢ys
cfi' � C�b E+g�neers
e-spe� Cre qarsnan
a�r� awmer sne�n
Cn1M�Y IlaLLS7n9 OIGea
CKY a�M CweHy Gerks
g9-�' 13
ESRI for Engineering and
Public Works Professionals
Public works and engineering professionals keep our
cities and counties moving. They maintain land records,
keep traffic flowing, design utili[ies, and protect the
environment. These complex and crucial tasks reqUire
powerful and sophisticated tools.
ESRI ptovides the GIS softwaze tools infrastrucYUre
managers need to map, plan, and analyze. Historically,
engineers and public works professionals have embraced
technological advances to build a more effioient infra-
etructure.
Survey Mapping
ESRI softwaze can integrate e�sring CAD files with oflier
spatial and tabulaz data and let you maintain data cen-
trally. This makes data sharing between deparUnents easy,
and allows projects, whether public or private, to be
tracked throughout the development cycle. The integra-
tion of GIS into traditional cadastral and survey mapping
leverages the latest in advances in geodeYic control
through use of
• Coordinate Geometry (COGO)
• Remote Sensing
• Pho2ogrammztry
• Digital Orthophows
• Global Positaoning Systems (GPSs)
Traffic and Street Management
Designing and maintaining street networks is a complex
and serious responsibility. Local govemment agencies
use GIS to plan and manage all the myriad of tasks
required to maintain safe streets.
Maintenance and Service Program
Management
Local governments can use GIS to schedule and route
crews for tasks such as graffiu abatement, weed control,
road repairs, and tree trimming. Easily hack [he status of
infrastructure components, prioritizejobs, and create
efficient work plans and routes for crews.
ESR! supplies
salu[ions far more
public works and
engineerin,;
disciptmu tharz
any other mapping
or an¢l�sis
software avaitabEe.
ESRI provides the next step in the evolution of infrastruo-
ture management technology whether you aze ]ooking for
accuxate mapping tools, moving beyond haditional
computer-aided design (CAD) tools, ox integrating
modeling into your master plans.
qa �'�
Case Study
Association of Oregon Counties Shares Road
PYOgram Infornzation
The Association of Oregon Counties (AOC) was organized in 1906 by
a group of counry judges interested in providing a fomm for informa-
tion sharing and consensus development.
The AOC is using the latest technology to conunue trris tradition of
information sharing. The orgauizarion fias developed a MapObjects
GIS viewer that maps data from the Integrated Road Information
System (IRIS) prog��axn. IRIS provides inventory, management, cost
accounting, and maintenance information for county roads. In
addition to providing customized maps showing informarion from all
IRIS modules, this MapObjects application lets counties export tabulaz
data as shapefiles for inclusion in individual county geographic
informarion systems.
The Windows version of the IRIS program, developed using V'isual
Basic 5 and Access, has fo�n Yext-based modules: Road Inventory
System, Pavement Management System, Cost Accounting System,
and Maintenance Management System. _
The Road Inventory System has 42 different feaNre classes such as
surface types, miles of roads, and culverts. Roads aze broken down
into management sections of one-quarter to one-half mile of homo-
geneous pavement, This module provides detailed descriptions of the
road network.
The Pavement Management System uses an indexing system with a
scale from one to 100 to rate the condiuon of each pavement section.
The Cost Accounting System tracks costs on an acuvity basis and
provides predefined reports, customized reports, and an integrated
spreadsheet for graphing capability.
The Maintenance Management System lets users define activities and
relate them to resources available and estimated cost to lef public
works departments plan more realis6cally.
The GIS module uses AutoCAD� files or ARC/INFO street network
files and integates the informarion from the other four modules.
Information for each seament is color coded. Point data conceming
signposts, accidents, and other informaAOn can be displayed for each
segment.
The entire GIS map viewer is data driven. Maps aze created to order
by users. The module presents users with a menu of all available
fea[ures. Users pick the features of interest, and the program generafes
a map displaying just these items. The overhead on the machine is
lowered because only specifically requested items are queried and
displayed.
"The big things were, first, the
speed of MapObjects. From a
display standpoint, there isn't any
product out there that can touch
it. Second was that approxi-
mately 80 percent of the counties
that were going to be using the
program were already
ARC/INFO users. "
L¢rry Harker,
IRIS Manager for the
Associarion ofOregorz Counties
��-���
Getting Started
ESRI Software Can Grow with Your Needs
ESRI's family of
integrated sofiware
solutions lets you
tailor the scale and
complexity of your
GIS to your needs
and budgez.
Project GIS
Ohen, GIS starts in one department on a stand-alone
� � personal computer. ArcView GIS is ideal for project-level
mappang and analysis and can be linked to other personal
computei applicauons. Out-of-the-box functionality and
, . easy integration of data sources mean you can be up and
running in a short time.
Departmental GIS
—
,
���ti■■�,
- T � ��-
Success with one project usually leat3s to more projects
within a department. ESRI lets you integrate data from
different projects and legacy systems. ArcView GIS
funcaons both as a stand-alone applicaaon and as a cliene
on a network. Data can be maintained centrally in
ARC/INFO.
Enterprise GIS
Link GIS applications throughont your organization for
enterprisewide GIS. Realize economies of scale by
maintaining GIS data sets centrally. ArcView GIS and
MapObjects provide customizable, ieadily accepted
interfaces for applications. For lazge geographic data sets,
Spatial Database Engine'" (SDE'") gives all users in the
organizauon rapid access to geospaual data.
Societal GIS
Shaze data and applicarions across govemment Intranets
or with the public on the Internet using ESRI's Internet
Map Server technology. ArcView Intemet Map Server
lets you publish any ArcV ew GIS map quickly without
any programming by using MapCafe°', a ready-to-use
Java applet. Completely customize Intemei map applica-
tions using standazd pr bac�amming environments such as
V�isual Basic with MapObjects Internet Map Server.
rqq���
s,�
Societal GIS for Local Government
Map Your Community on the Internet
The Internet is changing the way local governments do
business. More and more communities aze embracing
ESRI's Internet Map Server technology to extend govern-
ment services. Combining the power of Internef and
GIS technotogies, governments provide vital informadon
to citizens, consultants, and businesses 24 hours a day.
Spatially enabled local government Web sites improve
wstomer service and help create a more productive,
e�cient, and open organization.
ESRI on Your Intranet
Many govemments aze discovering how effectively they
can shaze information tluoughout the organization using
GIS on an Intranet. ESRI's Intemet technologies aze
quick to assemble and deploy, incorporating standard
interfaces and progamming environments to create
applications that deliver spatial data tluoughout an
organizaaon.
ESRI products work together
sharing data sources with the right
functionality for your needs today
and tomorrow
Public I»formation Services
L,ocal govemments can use Web sites with mapping
capability to
• Educate the public on counry and municipal policies.
• Provide standard maps such as zoning and the
General Plan.
• Extend demographic statistics.
• Provide developmenE status reports.
ESRI solutions improve customer service contradicting
stereotypes of bureaucratic unresponsiveness.
Economic Development
An effective Web site with either MapObjects or
AccView IMS applicafions can serve as a virtual communiry
brochure. GIS-enabled sites can offer property seazch,
regional attraction, and real estate site selector applications
that encourage businesses to relocate and tourists to visit.
�9-8�3
Case Study
The City of Ontario Uses the Web To Empower Citizens
The Ciry of Ontario,, Califomia, teamed GIS technologg
with the Web to provide quick, easy access to City
government information. This new way of empowering
cirizens g�ew out of a simple question Ciry staff kept
hearing over and over againi "Where do I vote?"
On election day, the Ontazio lib�ar3� staff weie routiaely
inundated with phone calls from residents needing to
know where to vote. These callers had lost the sample
ballots that included the address of their local polling
place. In 1994, a stand-alone ArcView GIS application
was developed that helped librariaus look up polling
inforxnation more easily.
However, for the election of November 1996, the GIS
Departsnent had a more ambitious solution. The GIS staff
developed a simpledynamic mapping application for the
Web using MapObjects and MapObjects Intemet Map Server.
This application uses a person's address to deternrine the
conect polling place, then presents the address of the
polling place along with a map of its location.
residents calling for informaUOn was tremendous.
The four employees assigned to help people find
polling places fielded 400 phone calls in four hours.
This application was developed for public access via the The polling place applicafion was just the beginning.
City's Web site, for City staff query from the City's The GIS Departrnent has developed applicarions for
Intranet, and for Ciry Clerk employees who answered Pazcel search, site selection, and development status
public phone calls. The total time to develop the applica- information.
rion was four days.
Improve public access to local
Though the number of hits to the City site was not 9overnment information and services with
recorded, the savings in time for City staff helpang Internet applioations such as
• Parcel search utility—Use a sheet address to find
pazcel infotmation.
• Site selector—Seazch for sites suitable for
development.
• Development status utility—Get information
about current status, start date, and compledon date
foi a project.
• Infrastructure utility—L,earn what kinds of
utiliries are available for specific properties.
• Eleeted officials—Deteraiine the elected repre-
sentarive on the federal, state, and local levels for a
b ven address.
• Environmental distriots—Search for floodplain,
geoloa c hazard azea, or endangered species infor-
mation by location.
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Data Sources
Data aze perhaps the most crucial consideration when implemenfing a successful
GIS program. Foriunately, GIS strategies can incorporate data from a variety of
sources. These ittclude utilizing in-house staff, third party data providers, and
govemmental sources. Another often overlooked data resource is the legacy infor
marion created by an organizafion over the years. To decide whether or not these
sources meet your needs you must consider your budget constraints, accuracy issues,
source, currency of data collected, and finally how the data will be maintained.
Data Integration:
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Bringing ItAll Together
Local governments use GIS to diiectly access and manage
data. It has been estimated that 80 percent of all data
contain a geo�aphic component—a sneet address, ZIP
Code, state, or county locauon—that can link it duectly to
a map. ESRI sofrware can map tabulaz data in Access,
dBASE, FoxFro, ASCII, INFq or any SQL or Open
Database Connecuvity (ODBC) database. Governments
can levenge their investment in data by bringing the data
together in new and exciting ways.
In addi[ion to accessing data from tabulu databases, data
can be added using scanning and digitizing. ESRI
software tools make modifying or updating data easy.
Powerful geocoding featares automaucally plot street
addresses on a map and manage incorrect or misspelled
addresses. ESRI's ArcData�M Publishing Program
provides a wide variety of ready-to-use, high-quality
data sets from the world's top commercial data publish-
ers. In addition to commercial data sources, image data,
CAD drawings, GPS data, photoa aznmetry, and data
converted from many industry-standard and govern-
ment-supported formats can be readily incorporated in
the GIS.
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Integrating Computer-Aided
Design Software with GIS
Local governments use ESRI softwaze to take
advantage of theii investments in CAD software,
data, and training.
ArcCAD software is designed far the engineering
professional who needs the power of GIS embedded
within the AutoCADm environment The full tool
set of AutoCAD can be used foi data crearion and
editing, while ArcCAD adds analysis capabilities
such as buffer and overlay tools.
ArcView �IS, ESRPs desktop GIS solution, can
utilize CAD drawings, images, SQL databases,
ARC/INFO coverages, and many other data sources.
This Windows-based application includes a CAD
Drawing Reader, which direcUy reads AutoCAD
DWG, MicroStafion° DGN, and DXF files.
Optional ArcView GIS extensions provide
Chree-dimensional visualization and easy
Internet publishing fox CAD data.
ARCJINFq ESRI's full-feamred professional-level GIS,
can read and write CAD data in DXF and DGN formats.
Layer/Level, handles, and entiry type attributes of CAD
data files can be used within a GIS environment. The
ARC/INFO Open Development Environment (ODE)
supports the use of Visual Basic and other standazd
development tools. Local govemments can urilize their
existing investment in CAD databases with the analytical
and data management tools of GIS.
SDE, an object-based system for managing large geo-
graphic data sets, provides very fast retrieval of spatial
informarion. With the addition of SDE CAD Client,
MicroStation or AutoCAD applications can become
clients of SDE as well. With SDE CAD Client, CAD data
aze made available tluough SDE to other non-CAD users
in the organization.
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The ESRI Family of GIS Solutions
ESRI has solutions that range from the desktop to the
ente�rprise level. Bach product is geared to a particular
technical environment, but they work in an integrated and
flexi6le manner designed to provide just the right soft-
ware for your needs today with the ability to scale to meet
your future needs. A common data struc[ure is the
foundation of this compaubility.
ArcView GIS
ArcView GIS, Yhe world's most poputar desktop GIS and
mapping softwaze, places mapping and spatial analysis
capabilifies at your fingertips. ArcView GIS is easy to
learn. Optional extensions add unprecedented power for
geographic analysis on the desktop.
Left: The ArcView 3D Analyst'" eztension lets
you see all the dimensions of your p[an.
Be(ow: M4nage sfreet mainten¢nce usang
ArcVew GIS.
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ArcView GIS Extensions
ArcView GIS sofiware's extensible design
makes it easy to add new capabilities when
you need them. These optional extensions
are plug ins to ArcView GIS that you can
load and unload while you work.
ARC/INFO
ARCJIlVFO is the de facto pxofessional GIS in industry,
government, and academia. Use ARC/INFO to automate,
modify, manage, analyze, and display geographic data.
Based on a relational design, ARC/INFO provides hun-
dreds of sophisticated built-in funcrions foi sharing and
processing geogaphic data, plus optional, fully integrated
extensions for perfomung specific tasks. ARC/IlVFO runs
on a variety of hardware platforms including Windows NT
computers and LTNIXworkstations.
ARC/INFO Extensions
Extensions aze fully integrated software packages that
enhance the ARC/INFO data model to support specific
applications. These optional programs provide addiaonal
modeling, analysis, graphics, scanning, and data manage-
ment functionality.
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Spatial Database Engine
Spa[ial Da[abase Engine (SDE} is a high-performance
universal spatial servex matched with appropriate client
software for each rype of user. Designed with a
cooperative client/server model, SDE has been optimized
to provide best-in-class retrieval of spafial, CAD, and
image data. Using SDE you can manage millions of
spatial features in commercial database management
systems (DBMSs) such as Oracle, Microsoft SQL Server,
IBM DB2, INFORMIX, and Sybase.
SDE CAD Client
SDE CAD Client wocks with AutoCAD or MicroStation
to allow you to store and retrieve CAD and GIS data
from an SDE server. The dialog interface allows you to
store objects from inside the host CAD program. Spaual
and database queries can be performed on SDE features
and CAD objects.
ArcCAD
ArcCAD software brings the functionality of
ARC/INFO softwaze to the AutoCAD environment,
providing comprehensive data management, spatial
analysis, and display Wols.
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PC ARC/INFO
PC ARC/INFOm software offers sophisucated GIS
software tools for the creation, editing management,
aualysis, display, and mapping of geographic information.
Data Automation Kit
Data Automafion Kit (DAK�') complements desktop
mapping software by providing high-quality
digitizing and data editing, topology creation,
data conversion, and map piojection capabilities.
Internet Map Server
technology from ESRI
lets you easily use
data and applications
together across your
organization.
ESRI:
A Company for the 21 st Century
FSRI, world leader in the rapidly expanding field of GIS,
has over 1OQ000 client sites worldwide. ESRI was
founded in 1969 by Jack and Laura Dangermond as a
consulting fum. It continues to be privately held and
offers a complete suite of GIS softwaze products; services
to plan, implement, and maintain your GIS; and a wealth
of data sources to power your GIS.
ESRI's reputation is built on decades of experience
helping busi�esses and organizations solve real-world
problems using geo�aphic information.
ESRI continualIy strives to improve its producu and
services. ESRI's sofrwaze is s aanificantly more advanced
than competitive products in both functionality and
quality. Substanrial sofiware enhancements, new product
features, innovative trainina courses, and continual
application development services make ESRI your best
choice for GIS today and tomorrow.
"ESRI's ultimate goal is to
provide you with a system that
will help you accomplish tasks
faster, easier, and better than by
using any other system. "
Jack Dangermond,
ESRI Founder mrd Presrdent
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ESRI-Olympia
360-754-4727
For more than 25 years ESRI has been helping people manage and analyze geographic information ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS clienUserver
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and build success with GIS.
Corporate
ESRI
380 New York Street
Redlands, California
92373-8100 USA
Teiephon e: 909-793-2853
Fax 909-793-5953
For more mformaUOn
call your
local reseller or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inqwnes to
info@esri.com
Visit ESRI's Web page at
www.esri.com
Australia
61-89-242-1005
Belgium/Luxembourg
32-2-460-7480
Canada
416-441-6035
France
33-1-46-23-6060
Germany and Switzerland
49-8166-677-0
41-1-364-1964
Hong Kong
852-2730-6883
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ESRI
Regional Offices
ESRI-Minneapolis
651-454-0600
ESRI-St Lows
314-949-6620
ESRI-Boston
978-777-4543
ESRI-Alaska
907-344-6613
.._
ESRI-California
909-793-2853 a
ext.1-1906 �
ESRI-Denver
303-449-7779
International Offices
India
91-11-620-3801
Italy
390-6-406-96-1
Netherlands
31-10-217-0700
Poland
48-22-825-9836
Singapore/Malaysia/I ndonesia
65-735-8755
Spain
34-91-559-4375
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ANOSOMIO/98p[
ESRI-Washington, D.0
703-506-9515
ESRI-Charlotte
704-541-9810
ESRI�an Antonio
210-499-1044
Sweden
46-23-84090
Thailand
66-2-678-0707
United Kingdom
44-1-923-210450
Venezuela
58-2-285-1134
Outside the United States,
contact your local ESRI distributor.
For the number of your distributor,
call ESRI at 909-793-2853, ext. 1-1235,
or visit our Web site at
www.esri.com�nternational
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Economic Development
GIS Solutions for Development, Redevelopment, and Housing
for State and Local Government
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ESRI'M GIS Software:
Creating a Better Future
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localgov -
Building Sustainable Communities
To ensure the establishment of economically healthy and sustainable communifies,
state and local governments must foster economic development while pursuing
strong redevelopment strategies.
Using these twin strategies, communiues
can preserve the quality of life and build
an economic base for the community by
Attracting new businesses
Retauring existing businesses
Establishing affocdable housing
Economic development and redevelopment professionals must identify the issues
facing the community, develop strategies to deal with these issues, and build the
consensus that will allow government to unplement these strategies. All these must
be done swiftly before the economic and polidcal climate changes.
Why Use G/S to Promote Economic Development?
By centralizing all the information abou[ your community, geographic information
system (GIS) softwaze speeds the process of analyzing data and recognizing trends.
This lets decision makers develop more strategies more quickly.
Use the same business management and mazketing tool chosen by hundreds of
dynamic and successful companies: GIS softwue from ESRI. Below aze just a few
of the many companies that use ESRI softwaze to locate customers, target advertising,
and choose new sites.
• Chase Manhaftan Bank
• Gold's Gym
• Levi Strauss
• Miller Brewing
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ESRI GIS for Economic Development
Building Economic Health
Encouraging economic development in a community means
balancing a variety of activities—attracting new business,
retaining and expanding exisUng businesses, and pursuing
development intelligently—to cieate jobs and
establish a strong financial base. The competi-
tion for tas dollars and high paying jobs is fierce.
Every agency must develop a strategy to woo
potential businesses.
What must state, county, regional, and local
govemments do to ensure theu region is the fust
choice of businesses? Demonstrate the unique
strengths of their community.
ESRI sofrwaze solu6ons speed analysis and
streaznline processes allowing governments to
arrive at wel:-informed decisions quickly. This
gives GIS-enabled jurisdicuons an advantage in
the competirive azena of economic development.
Geography Matters
Location is everything! To sell a location, beneflts such as
availability of transportation, infrastructure, educational levels,
ffained workforce, tas incentives, grants, or other factors must
be identified and emphasized.
"��-,cortornic
cfe �>elo,anaen7
is aFiout
crecrting Ycealth. "
—derry Heeaerson
Cairfomia DepeCmen[ of
Tmtle and Commerca
GIS Provides More
Tools for Promotion
GIS can augment the traditional tools of economic
ESRI sofrwaze solutions offer the right tools to analyze and development—brochures, chamber presentations,
present this information to prospects. The core of GIS technol- �d videos—with analysis and graphics that make a
ogy is its ability to bring information together at any scale from compelling argument for a region. Use GIS to
lazge to small to allow for more informed decisions. strengthen ptomotional materials for
• Toudsm
• BusinessAttrnction
• Downtown Revitalization
• Redevelopment
• Housing Programs
• Communiry Development Block Grant
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Boarze, Narth Carolma
The Deparhneni ofEcorzomec Deve[opment for Loudoun Counry,
Vrginiq maps travel rimes to key reg�om[ desrinations.
Economic Gardening
Proactive Role
Attracting businesses to an area is just one side of the economic that cannot offer tas rebates and other incentives to lure
development coin. Nur[uring existing business is the other. businesses can unprove their tati base by playing a more
Economic gazdening, the catch phrase for this economic proactive role in retaining and expanding businesses that
development strategy, posits that state and local governments are already located in the area.
Know Thyself
Putsuing economic gazdening requires an inventory of existing sell worldwide. These types of businesses biing new money
businesses. Use GIS to gather and analyze data on area busi- into the communiry. By focusing on companies that show
nesses. Not all companies show equal promise. Manufacturing potential for generating revenue and jobs, the return on an
firens can grow to employ hundreds and, with the right product, investmen[ in economic development can be maYimized.
Geographic lnformation /s Power!
Geographic information can give businesses the power to grow. their existing and potential clients, and recognize new
By using GIS to help companies understand their competition, opportunities, existing businesses can thrive. GIS by ESRI
improve mechanisms for routing or delivering products, identify is an investment in everyone's future!
Case Study
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+ tliatAicV'xew'" BpsinBss Anatys[ can hel'p the Ciry `'
�and `analgze'data that w�1 help busin'esses iri the�area gcow. �
s extension, the City caa easIly track demographi'es, incorpo-
ting data, perform site analysis, and integrate commercially
available data sources to more effectively analyze potential
mazkets: Arcvew Business Analyst leu Lake Elsinore
incorpocate more data from different sources so the City can
make sound decisions today and better long-terms plans.
Arc�ew Business Analyst, wLich comes with high-guality,
ample data from GDT, UDS, Metromail, and Dun &
Bradstreet, is task-oriented and allows users to be pioductive
right out of the box.
"What we wanted was a system that offered informational
nourishment to our local businesses so they could flourish.
And what we liked best about Are�ew Business Analyst is
the vatue. It is cheaper to bny the softwaze than it is to
zestrucnue or create a marketing campaign," says Mazlene
Best, assistant to the City manager.
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rsesAreView BusinessMdyst ro help
a.vn am;nerses grow
ESRI GIS for Redevelopment
What Was Old Is New Again!
Through the redevelopment process, ciry and county govem-
ments can eluninate blight from designated areas, achieve
desired development, and rehabilitate residenpal, commercial,
indushial, and retail azeas.
Redevelopment breathes life into parts of the community
suffering from social, physical, environmental, or economic
conditions that discourage new inveshnent. Redevelopment
project areas receive focused atten6on and financial investment
to reverse deteriorating trends, create jobs, and revitalize the
business climate.
can be seen. On an ongoing basis, GIS can be used
GIS solutions from ESRI give redevelopment agencies powerfiil to monitor and demonstrate progress in achieving
tools to manage redevelopment projects. With GIS, agencies project goals. Using GIS, agencies can graphically
can identify problem areas and quantify the problem as well as illustrate information about a project azea to
administer the project. By integrating all the data about an area citizens, govemment agencies, potential investors,
with GIS, otherwise hidden strengths and potenual for the area and business.
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,o�Marke�(SaMaa;area;is aalisi�ing,�cli:verse N., -�
ood in San Francisco Californ�a�, wi�th over� Y � KK
1 ,.ra,i x.�>e,e�>a�..rsrm. > »s;x�..v,��
1 busmesses from traditional manufacuuing to ';"`
' filminaking: Wiffi"a nev✓'ba"seball`stailium; Coriven'tion `"'' ° '
Ceater,rSony EnTertauunent Complex, and increased� t
iesidential depelopment, it is a1so,San Prancisco's,fasCest ,.
growing neighborhood. The areattaslustorically served
as an incubator for sma11 businesses and emerging
industdes.
This local economic development tool integrates building
information and photographs, data on e�sting businesses, local
economics, demogaphics, transportation, and real estate broker
information using Arcvew GIS. The easy-to-use interFace
allows users with no GIS experience to locate available spaces.
The user inputs seazch pazameters such as building size and
type, maximum sales price or reny and prefeaed neighborhood.
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The application provides useis with reports, suwma-
ries, and maps detailing currenUy availaUle commer
cial spaces with the types of business, infrastructure,
and amenities surrounding these locations. WheTher
leasing or buying, entrepreneurs can site new busi-
nesses in the most promising locations using the
Affordable Space Locator Service.
"�]C $011i}I Of M2tiCEt I' ($�� a nonprofit Arorzprofit orgaumeon irz San Francisro, Califomiq uses
ArcView GIS m help busvressu lacate availab[e commerriai spocz
corporation dedicated to promoting economic develop-
ment, has created the Affordable Space L,ocator Service,
an application that assists small businesses in locating
commercial space for sale or lease.
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ESRI GIS for Housing
Revitalizing Neighborhoods
GIS sofrware from ESRI provides powerful tools to assist housing profes-
�5:�; S�ftt^�tti'e sionals in creating and maintaining livable communiries. Timely and
comprehensive information on the built environment allows for better
Cosat� of {rt�t�,s�;,. So��th Carohrux pplicy deClSlons.
Cia} o f GScnad{vr, A� fZOfla
eay �; t,;,z, f�•�rne. cai�ro.,ua Traditionally, project locarions wece plotted on pin or paper maps while the
G,unr� of �'utrorr. GE�rK=o data, image, and other support documents resided in sepazate files. Today
C n.r^ti ul hrab L'[aJa
local governments use GIS to centraliZe project information by pulling
together database records, photographs, and other documents and linking
ar�; o� t<:. a�a,:;e ceor�r� �em to reai-world locations. Pxojects can now be analyzed by location in
7Dx�nshry Oj Ladex•eod 9:e�. Jenet LBCIBVCIOPIROri[ 37B2S OY �7011hC11 (�1STC1C[S.
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Property Management
GIS is well-suited for property management tasks such as analyzing
information on building age, valuation, and income levels to plan relocation
areas or low-cost housing projects. By identifying districts that could
benefit from housing assistance, pxogram administrators can determine how
best to distdbute those funds.
Ctr �PS«r� t�t�eo, C<:7�f���a:� BY using GIS with demographic data, housing professionals can better
assess the needs of the community and communicate those needs to federnl
sr«r� of c�wh ynd state agencies. This information can be used to qualify ateas foi
sr2r�- o/ u��>war Communiry Development Block Grant funds and other federal funding for
lower and moderate income households. Special services can be targeted to
special needs populations—those with physical or mental disabiliries, non-
English speakers, the elderly, and the homeless—using census and wmmer-
cially available demographic data.
Public Finance
GIS solufions from ESRI let local governments
relate dollazs spent to geography for better
management of public finance functions. GIS
helps governments mazshal the data necessary to
convince voters to issue bonds as well as make
compelling arguments to entice private sector
investors to invest in projects.
Using GIS, the benefits of tax incentive or grant
programs can be gauged through measuring sales
ta� revenues genet'ated oz capital improvements to
specific districu or project azeas.
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��
Adding GIS to Your Plan
Government agencies can use GIS as a
management tool to gather information and
process data and act more quickly.
Using GIS for
Economic Deve/opment
aea iu�>xi�..:: .,.. ' ,......
, . ��mproves project, aranagem�nL'� � *
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Target Marketing and
Site Selection
Use GIS software from ESRI to analyze demographic data,
tra�c counts, and information on available real estate to
quickly show companies where to locate their businesses in
your communiTy.
Identify azeas with low and moderate income households so
assistance programs can be tazgeted for ma�cimum bene£it to
the community.
Demographic Profiling
ArcView Business Analyst can help build more viable
communifles by helping existing businesses find
wstomers. ArcView Business Analyst provides out-of-
the-box answers to questions about market conditions
with data on demographic, street, and business data.
Easy-to-use wizards walk you through the steps needed
to analyze the data for your cotnmunity.
Project hacking
ESRI GIS softwaze provides the best solutions for
tracking housing and redevelopment agency progams
such as rental assistance or enterprise zones. Link maps
and databases with images, such as photographs or
blueprints, to tell the complete story of a project as it
develops.
Summari¢e uMerlying demagrapfi�es around potential sites for new smses
to he1P businessu find the mos[ pmmesing loeanorzs.
GISP�k a[Z rypes ofda+a—mbles, maps, P�:os, and :est—m%etMc
ro A �� A
� G����
Buildinq on Success
Project G/S
Economic and redevelopment strategies grow from a series of
focused projects that contribute to an overall plan. Successful
GIS progams often follow the same approach. GIS provides
the most effective way to organize, add, review, and manipulate
a region's data sets.
Departmental GIS
Because ESRI software soludons work together and can use
data in many formats, databases developed for individual
projects can be shazed throughout a department. This allows a
departsnent to build on the success of each individual project
and enhances the overall effecuveness of the department by
providing analysis and information that may not normally be
available or integrated.
Enterprise GIS
Sharing data and ideas does no[ have to stop at the
depar[mental level with GIS. Data from various disci-
plines, such as planning, building, engineering, public
works, and finance, can be combined. The infrashvcture
of a neighborhood can be viewed and analyzed as a whole
to develop a long-range plan more intelligently.
Societa/ GIS
Government agencies have long realized that the involve-
ment of the public in the decision making process not
only provides added perspectives but also promotes the
consensus necessary to implement programs. Govem-
ments are using the Internet Yo help educate the public
about the government decision making process. GIS
Intemet applicafions help governments let the public
understand how decisions aze being made by allowing
them to interact with data on which decisions aze based.
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F'
Case Study
GIS Projects for Economic Development
The Ciry of Cazson, Califomia is using GIS to implement its
proposed economic development strategy.
"There is no way to bring the information together and tell our
story without GIS," explains Lance Burkholder, the City's
economic development managet "In some cases, we have the
data, but without looking at geographical relationships and
presenting them graphically, they have little value. When the
Ciry first started its GIS in 1996, I recognized that it would be a
great tool for business development."
"There is no u��5° �o brin� �ne
informa� cr togeth�r an � �e�i
oL� siC)SY Cv2T,�l�i�i �r�� ..
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The first phase in the project has been gathering-&ata. - "It is ,- _. „,,,,....�---
, ...��t�` ,, �
impressive how much information we already had Be�ueen�•--��� �°^r° �,� ',� � a }� �
census data, business license records, county assessoz records ; � � ; � # � � � �° � t ��
,, s yf , , ` ; � e
and all of the information used for other purposes'already in ouc . � � f
GIS, the picture becomes fairly complete,"notesL�lex-12occa �` F ,'� 3 ��
Cazson's GIS specialist. "Now we aze loolang to bnng them; , , � � � L � � � � � �; �_
together." . , , ; ; �._-__� � ,. ,. „. ..=�- .. ,I- �� :
Using ArcView GIS sofriv�e, Rocco has developed�a s�ite+
locator that allows staff to describe the size, zqning,; co,�t, :
othei chazacteristics a business is seeking and ge�a�riap°�1
potential sites. "In the past, we've had no way to addressp
developer's request for a site unless we happened to laiow�
something. Now, I can seazch from my i3esk and g's�� an ;
immediate xesponse. Eventually, we would like to off�r tU
informarion over the Internet," says Burkholder.; ! i�
The City has a number of other azeas where GIS will as
economic development strate,gy. The Ciry' wants to cre�
database of businesses operating in the City by ysing
City business license records. Ttris would supplemenf i:
tion currently collected by the Private Industry Council,
Chamber of Commerce, and state agencies. '
The Ciry's GIS will be used to develop a wmprehem�i�
of the Ciry's economic condifion. A complete inventoi�
assets integrated with City demogaphics and featurescoi
used to shape economic development strateaes in man,y �
The City could assess ffie condition of commercial anil�
hial buIldings and identify those in need of retrofit to� �� -�
�:
the azea's economic viability. Business activities coi�
identified by type and azea Sales tac revenues could be
analyzed by census tract. Job seekers could find firms hi
Eme aQing industries in sectors such as hibh technology aze
those expected to show strong a owth in ihe next few years.
"Those industries prefer to locate in close proximity to each
other," Burkholder notes. "I will be able to quickly show a
prospective business that Carson has the clustering they aze
seeking. Simply pu[, GIS helps me do a better job of attracting
and retaining businesses in the City of Carson."
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Information Is Power—
Power Up Your GIS:
ESRI GIS solutions offer the ability to incorporate a wealth
of data sources from inside and outside your organization.
Data is available from federal and state agencies, state
clearinghouses, councils of governments, and local
govemment agencies. Much of this data can be obtained at
low or no cost or through data sharing agreements with
other jurisdictions.
With the gcowth of GIS t�as come an inccease in commer-
cial sources of GIS data. ESRI's ArcData� Publishing
progam provides a wide variety of ready-to-use, high-
quality data sets from the world's top commercial data
publishers.
Many data sources aze available on the Web. Use Data
Hound, a free service to help users locate spatial data
available at ESRI's Web site (www.esri.COm).
Another often overlooked information source is the legacy
data created by an organization over the years. These
existing data sets can be joined with others for use outside
the specific department in which [hey were created. For
example, by combining parcel data from planning with
business license records from the finance department,
revenue auditing can be more effectively conducted.
ArcData
The ArcData Publishing program provides a single
source for hundreds of data sets from leading
commercial data publishers. ArcData includes data
sets on demogaphic, health caze, and real estate.
ArcDafa Online
One-stop data shopping via the Internet. ArcData
Online, located at the FSRI Web sites, allows usecs to
browse and download files from a wide selection of
GIS data sets. This data includes both basemap and
thematic data.
Data Sources
7Fe AmData Pub[isidng program p>ovides a wide v¢nery' of
ready-to-use, high-qualiry data seu from comme�cial data vrndors.
, � �� �,��3
- �,
Create a Virtual Brochure
for Your City
The Internet is changing the way local govemments do busi-
ness. More and more communities aze embracing ESRI's
Internet Map Server technology to extend government services.
Combining the power of Internet and GIS technologies,
govemments provide vital informaAOn to ciUzens, consultants,
and businesses 24 hours a day. SpaYially enabled local govern-
ment Web sites iraprove wstomer service and help create a
more productive, efficient, and open organization.
Many governments are discovering how effecUvely they can Beyond the benefits within the organization and to
shaze information [hroughout the organization using GIS on an constituents, developing a Web site can dramatically
Intranet. ESRI's Intemet mapping technologies are quick to increase your community's visibiliry. Information about
your community is directly available to potential
domestic and foreign investors.
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Economic Development
ArcVeEV`Itttemetld'apServer,Java"` HTM� c�eaYi
ko_. �. •>,�� �.�„,-0�a.��a�x�
'setecfio"n'and demograp`liicanaiysis tool that lers pr�
t �.xwx�,,,
��i6smesses<�nieracrivelyseazch�the�C?ty'�s'daYa6as'e f
sife, demographic, and eco�omic information.
assemble and
deploy,incorporat-
ing standazd
interfaces and
programnung
environments to
create applicafions that deliver spatial data tluoughout an
organization.
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�eC�� �k�� �SUCla�ex�l�eic�encs=of � � � �
,, �._.
nt,s�iEe;�Intemet and=GIS anc(ze�nyepted;,; �r . ,.
development, ice , lacin"'Va`IPe o at flie
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�f mumcipa�ues pius5'ring new `businesses.
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The currency and availability of the information provided by
this applicafion gives Vallejo a competiGve advantage in
business attraction. Site information is available 24 hours a day
to anyone anywhere wifh access to the Internet.
Businesses frequenfly contact the Communiry Development
Department for site selection assistance. Before the develop-
ment of tlus application, office, industdal, and retail space
inventories were updated one or two times a yeav With the
Tnternet application, information on available sites, maintained
Uuough a partnerslrip with azea real estate brokers, is updated
constanfly. Brokers input, modify, or delete listing information
online. New properties are immediately mapped and included
in the database. Password protection ensures only bzokers can
II70� IIShIlg IIIfOIID3hOIl.
Businesses can search ors[ine for ov¢ilabl¢ space and obtairs
detai(ed information on properries.
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The ESRi Family
of GIS Solutions
��� ; ESRT has solnlions Yhat xange from the desktop to the
;�, �r �� y� enterprise level. Each product is geared to a particulaz
�� .y �%�� �` technical envuonment, but they work in an integrated
±t�.p `'� r ' e t5 °"' ay . fr " Nt
� q .� � and flexible manner designed to provide just the right
"x�' �� sofrwaze foi your needs today with the abiliry to scale to
�* �,E.,�t� ���_`".°� meet pour future needs. A common data structure is the
' �"� ' "``,�, foundation of this compatibility.
ESR!'s famaCy of irztegrated sofhvare promdes soluXons sm4d m a
,/urisdection's needs ¢nd budget
ARC/INFO°
ARCiINFO software is the
de facto professional GIS in
indusay, government, and
academia. Use ARC/IlVFO
to automate, modify,
manage, analyze, and
display geographic data.
Based on a relarional design,
ARC/INFO provides
hundreds of sophisucated
built-in functions for sl�aring and F
geographic data, plus opuonal, full
extensions for performing specific
ARC/INFO mns on a variery of ha
platforms including Windows NT�
and UNUY� workstarions.
Spatial Database Engine
ESRI's Spatial Database Engine'� (SDE"') is a high-
performance, object-based spatial data access engine
implemented in several commercial relational database
management systems (DBMS), such as Microsoft�',SQL
Server'�, Oracle�, Infozmix�, Sybasea, and IBM� DB2�,
using open standazds and true clienUserver arclutecture.
Manage millions of spatial featuzes at higher speed than
any other spatial technology on the mazket today. SDE,
and SDE CAD Client enables spatial daia to be fully
integrated into an organization's enterprise information
technology environmettt.
r �1
� t
�.
� (hrough the
a snidy nren
MapObjects Professional
ArcView GIS
ArcView GIS, the world's most populaz desktop
GIS and mapping softwaze, places mapping and
spatial analysis capabilities at yow fingertips.
ArcView GIS is easy to leam. Opuonal extensions
add unprecedented power for geographic analysis
on the desktop.
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ArcView Business Analyst
Easy to use and packed with high-quality data,
ArcView Busirzess Analyst can make a city instantly productive.
ArcView Business Analyst is the ideal tool for "business of
government " Use Uris powerful extension to develop commu-
nity profiles for long-range planning. 111e analytical and
mapping capabilities of ArcView Business Analyst aze useful in
attracting new business and assisting existing businesses.
The ArcView Business Analyst package includes
• Business data (LJDS, GDT, and Metromail)
for the United States
• ArcView St�eetMap'� softwaze fox narionwide street
network data
• QMS� geocoder, for mapping addresses from databases
• PresenTable�, report writer
• ArcV�iew Network Analyst for routing and drive-time
analysis
Add custom mapping and GIS capabilities
to Windows 95/NT applications with
MapObjects'" Professional softwaze, a coIlec[ion of compo-
nents including an ActiveX� control and more than 30 ActiveX
automation objec[s. MapObjects Professional works in
standazd Windows development environments
such as vsual Basic�, Delphi�, Vsual C++�,
and PowerBuilder�.
MapObjects Professional uses spatial data in a
vaziery of formats including ESffi shapefiles,
ARC/INFO coverages, and Spatial Database
Enginelayers. Image data can also be used.
Robust GIS functionality
is availab/e inc/uding
• Pannina and zooming through mul[iple layexs
• Address matctting and ge,ocodina
• Sretiat analysis aud 4u�S
• Re]aGonal database a¢d SQL queries
• Real-tlme t�ackiag
i$ V
��r
�`! ,.
� i,� Y
qq� g t�
Putting Your Map on the Web
ArcExplorer
ArcExplorer'" sofrware can be used to view or retrieve
GIS data inside an organizarion or from anywhere in the
world via the Web. ArcExplorer rnns on Windows 95�/
98� and Windows NT. It features drag-and-drop ease of
use, overview maps, and multiple views and can save,
retrieve, and print maps.
Internet StarterApplications
MapObjects Internet Map Server
and ►nternet Starter Applications
MapObjects Intemet Map Server is an extension to
MapObjects Professional that makes it easy for application
developers to use MapObjects Professional to serve
dynamic maps and data on Intranets or on the Web.
Internet Startei Applications were developed by ESRI to
help jurisdictions publish government data on organizational
Intranets or on the Web. These applicaflons provide quick
access to commonly requued functions.
ArcView Internet Map Server
ArcView Internet Map Server (IMS) makes
publishing a map on the Web almost as easy
as printing a map on a printer. With
MapCaf€'", a Java applet that
provides a ready-made generic
interface, visitors to your Web
site can view, browse, explore,
and query maps on the Web.
IntemerMap Server tuivwlogy fiom ESffi lezs you easfZy use
data and ¢pplicaiiorzs togeiher aciass your organiZairorz
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ESRI was founded in 1969 as a consulting fum. It
continues to be privately held and offers a complete
suite of GIS software, services, and data sources.
"ESRI's ultimate goal is to provide you with a system
that will help you accomplish tasks faster, easier, and
better than by using any other system," says Jack
Dangermond, ESRI president. ESRI's reputation is
built on decades of experience helping businesses and
organizations solve real-world problems using
geographic information.
ESRI continually shives to improve its software and
services. ESRI's sofrwaze is significantly more
advanced than comperitive products in both function-
aliry and qualiry. Substantial sofrware enhancements,
innovative training courses, and continual application
development services make ESRI your best choice for
GIS today and tomorrow.
�vr�■.
A Company for the 21st Century
�;� ...
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ESR/
For more than 25 years ESRI has been helping people manage and analyze geographic information. ESRI offers a framework
for implementing GIS in any organization with a seamless link from personal GIS on the desktop to enterprisewide GIS clie�t�server
and data management systems. ESRI GIS solutions are flexible and can be customized to meet the needs of our users.
ESRI is a full-service GIS company, ready to help you begin, grow, and buiid success with GIS.
Corporate
ESRI
380 New York Street
Redlands, California
92373-8100 USA
Telephone: 909-793-2853
Fa�:� 909-793-5953
For more Iniormation
call your
local reselier or ESRI at
1-800-447-9778
(1-800-GIS-XPRT)
Send E-mail inquiries to
info�esri.com
Visit ESRI's Web page at
www.esri.com
To locate ESRI business partners visit
www.esri.com/partners
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360-754-4727
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651-454-0600
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314-949-6620
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978-777-4543
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907-3446613
...,�
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ext 1-1906
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303-449-7779
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INL➢t5M11N8p1
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Outside the United States,
contact your local ESRI distributor
For the number of your distnbutor,
call ESRI at 909-793-2853, ext. 1-1235,
or visit our Web site at
www.esri.co�nternational
D.C.
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