HomeMy WebLinkAbout2/26/2015 DMCC Board Meeting - Agenda and Meeting Packet
DESTIN ATION
MEDICAL CENTER
CORPOR ATION
(DMCC)
BOARD MEETING
9:30 A.M. THURSDAY, February 26, 2015
ROCHESTER CONVENTION CENTER
Destination Medical Center Corporation
Financial Budget Summary January 2015
2015 Curent Month Jan 2015 Amount Percent
Approved Budget Jan 2015 YTD Remaining Remaining
General Expenses 217,203 90 90 217,113 100%
Professional Services 780,600 ‐ 780,600 100%
City Expenses 275,000 ‐ 275,000 100%
Subtotal DMCC 1,272,803 90 90 1,272,713 100%
Third Party Costs ‐ DMC EDA *
Payroll, Staff, Administration & Benefits‐EDA 1,285,000 ‐ ‐ 1,285,000 100%
General Expenses ‐ EDA 222,000 ‐ ‐ 222,000 100%
Marketing Expenses 296,000 ‐ ‐ 296,000 100%
Meeting Expenses 12,000 ‐ ‐ 12,000 100%
Professional Services 805,000 ‐ ‐ 805,000 100%
Miscellaneous Expenses 180,000 ‐ ‐ 180,000 100%
Subtotal EDA 2,800,000 ‐ ‐ 2,800,000 100%
Total DMCC 2015 4,072,803 90 90 4,072,713 100%
‐
Plus DMCC 2014 Costs Paid In 2015 56,933 56,933 56,933 ‐ ‐
Plus 2014 EDA Contract Commitment Carryover 972,566 395,999 395,999 576,567 59%
*(Full Accrual 2014 Statement Forthcoming)
DMCC Working Capital Note 3,000
* See Attached Contract Commitments for EDA Portion EDA Working Capital Note 10,000
Report 4002
2/2/2015 - 10:07 PM Page 1 of 1
DMC - ECONOMIC DEVELOPMENT AGENCY
DETAIL COST REPORT #10
Variance
Division Description
Master Project
Budget
A
Original
Contract
Amount
B
Contract
Revisions
C
Committed
Costs
B+C
Committed Direct
Owner Purchases
D
Un-Committed
Costs
E
Final Projected
Cost
B+C+D+E
Over/(Under)
Budget
(B+C+D+E)-A
Total Work
In Place
Percent
Complete
DEVELOPMENT COSTS
40-05-000 Architecture & Engineering $2,431,000.00 $1,545,921.60 $165,891.61 $1,711,813.21 $0.00 $719,186.79 $2,431,000.00 $0.00 $1,362,041.10 56.03%
40-05-300 Planning Services, Architecture, Engineering $2,431,000.00 $1,545,921.60 $165,891.61 $1,711,813.21 $0.00 $719,186.79 $2,431,000.00 $0.00 $1,362,041.10 56.03%
40-25-000 Marketing & Public Relations $790,000.00 $245,883.05 $90,963.03 $336,846.08 $0.00 $453,153.92 $790,000.00 $0.00 $298,177.56 37.74%
40-25-300 Communications, Marketing & PR $545,000.00 $183,137.76 $73,092.01 $256,229.77 $0.00 $288,770.23 $545,000.00 $0.00 $231,666.49 42.51%
40-25-310 Public Relations & Communications $245,000.00 $62,745.29 $17,871.02 $80,616.31 $0.00 $164,383.69 $245,000.00 $0.00 $66,511.07 27.15%
40-30-000 Development Services $2,350,000.00 $2,300,000.00 $0.00 $2,300,000.00 $0.00 $50,000.00 $2,350,000.00 $0.00 $2,150,000.00 91.49%
40-30-300 Development Services $1,675,000.00 $1,675,000.00 $0.00 $1,675,000.00 $0.00 $0.00 $1,675,000.00 $0.00 $1,569,500.00 93.70%
40-30-310 Financial, Accounting & Investment Services $675,000.00 $625,000.00 $0.00 $625,000.00 $0.00 $50,000.00 $675,000.00 $0.00 $580,500.00 86.00%
40-35-000 Legal Services $425,000.00 $126,208.01 $97,613.74 $223,821.75 $0.00 $201,178.25 $425,000.00 $0.00 $223,821.75 52.66%
40-35-300 Legal Services $425,000.00 $126,208.01 $97,613.74 $223,821.75 $0.00 $201,178.25 $425,000.00 $0.00 $223,821.75 52.66%
40-55-000 Misc Professional Services $451,000.00 $298,473.00 $60,633.35 $359,106.35 $0.00 $91,893.65 $451,000.00 $0.00 $322,023.29 71.40%
40-55-300 Economic Analysis, Market Research, Reports $351,000.00 $298,473.00 $60,633.35 $359,106.35 $0.00 ($8,106.35)$351,000.00 $0.00 $322,023.29 91.74%
40-55-310 Other Professional Services & Project Costs $100,000.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 $100,000.00 $0.00 $0.00 0.00%
40-90-000 Other Development Costs $872,000.00 $93,857.94 $162,832.94 $256,690.88 $0.00 $615,309.12 $872,000.00 $0.00 $255,647.86 29.32%
40-90-115 Payroll, Staff, Administration & Benefits-EDA $460,000.00 $0.00 $0.00 $0.00 $0.00 $460,000.00 $460,000.00 $0.00 $0.00 0.00%
40-90-120 General Expenses-EDA $382,000.00 $93,857.94 $34,975.10 $128,833.04 $0.00 $253,166.96 $382,000.00 $0.00 $127,790.02 33.45%
40-90-300 Reimbursable Expenses $30,000.00 $0.00 $127,857.84 $127,857.84 $0.00 ($97,857.84)$30,000.00 $0.00 $127,857.84 426.19%
Subtotal $7,319,000.00 $4,610,343.60 $577,934.67 $5,188,278.27 $0.00 $2,130,721.73 $7,319,000.00 $0.00 $4,611,711.56 63.01%
PROJECT CONTINGENCY
90-00-000 Project Contingency $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.00%
Subtotal $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.00%
PROJECT TOTAL $7,319,000.00 $4,610,343.60 $577,934.67 $5,188,278.27 $0.00 $2,130,721.73 $7,319,000.00 $0.00 $4,611,711.56 63.01%
Work in PlaceSchedule of Values
January 31, 2015
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
4844-1366-7105\7
February 20, 2014
TO: Tina Smith, Chair
Kathleen Lamb, General Counsel
All DMCC Board Members
FR: Lisa Clarke
CC: Bob Dunn
Wendy Rogers
Lynnette Slater Crandall
RE: Transportation/Transit Comments Related to Elevated Rail
The Transportation Plan included in the overall DMC Development Plan identifies the needs related to
the transportation/transit infrastructure for the City of Rochester. As you know, the EDA engaged some of the
most experienced professionals in the industry with vast knowledge and data to assess and analyze the specific
issues that will ensure Rochester’s long-term economic success.
As stated in the Development Plan, the DMC funding currently anticipated in Phase 1 for transit is for a
federally-required alternative analysis that will advance planning and design for the proposed downtown
circulator. This study is required to evaluate mode and alignment choices for the circulator in greater detail than
the DMC Development Plan. While the DMC Transportation Plan recommends the streetcar as the preferred
mode with an at grade operation, the next phase of planning is intended to revisit the mode selection process
(mode and alignment). Given the interest in the elevated transit option, it would be prudent to include
Mr. Olen’s request, as well as other modes.
It has been requested by the DMCC Board that the DMC transportation planning team prepare responses to
the specific question raised in Richard Olen’s recent communication to the DMCC Board.
It is important to note that Mr. Olen’s proposals during the course of the development planning process
initially included a MagLev circulator concept. The transportation planning team was concerned because there
is no market-viable product that meets Federal Administration safety standards for this concept. The DMC
transportation planning team believes it is against the interest of the community of Rochester and the DMCC to
fund an experimental technology that would likely never be built as part of the DMC initiative. Following those
conversations, the team discussed with Mr. Olen a proposal for elevated automated rapid transit (ART)
technology. This is a technology that the transportation planning team was already evaluating as part of the
DMC development planning process, as documented in the mode analysis section in the DMC Development Plan
Appendices. This is a market-viable product, although it is primarily used at institutions, theme parks, airports,
and resorts.
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
4844-1366-7105\7
Below you will find Mr. Olen’s specific questions and the DMC transportation planning team’s responses
thereto:1
1. “Not enough consideration was given to the issues of Rochester weather and how it will affect the rider's
access to buses and streetcars”; and
2. “Even with heated shelters and comfortable seating, buses and streetcars require the rider to move outside
from building to building.”
Response: Weather was at the forefront of the transportation planning team’s evaluation. The heated
shelters and fully enclosed station accesses at some stations would provide weather coverage. Streetcars
are in operation in all types of environments, including winter weather cities. Our plans specifically discuss
opportunities to create weather protected access to stations and create connections from buildings and
skywalks/subways to the station platforms. This can be further designed as a final mode is selected and
station design advanced. While elevated transit integrated into buildings may have better overall weather
protection, the planning team was concerned that such an investment would create separation of the public
and institutional realm, a challenge Rochester must overcome to become the vital urban community
envisioned in the DMC Development Plan.
3. “The safety aspects of surface transit versus elevated transit were not considered. For example the Twin
Cities light rail system has had over 80 accidents involving pedestrians and vehicles and 12 people have been
killed in accidents with light rail trains over the past 10 years. (Contrast that with the Indianapolis People
Mover where no one has been injured in 10 years).”
Response: Safety is always at the forefront of the team’s transit planning projects and conceptual designs.
The planning team designs “Complete Streets” that make streets safer and comfortable for all types of
users. The planning team has applied these design principles to the DMC Transportation Plan, including
conceptual designs on streets that are proposed to operate streetcars. All transportation modes have a risk
for injury and most risks are related to design considerations or operator error. Streetcars are not inherently
unsafe; in fact, Portland Streetcar has a stellar safety record, with the majority of crashes involving a car that
went through a red light (operator error). Streetcar has a much better safety record than light rail and the
comparison to the Green Line is not appropriate. The transportation planning team has developed
principles and design concepts throughout the Transportation Plan that convey safe and accessible design.
Further, safety must be considered for all users of the transportation system. Modern research shows that
highly segregated systems create higher speed travel for automobiles and increase pedestrian fatalities and
severe outcomes from crashes. Travel distances are relatively short within the downtown area and
reliability should be valued over speed and segregation.
1 The transportation planning team did not submit responses to the following points made by Mr. Olen, as they expressed
opinions and were not questions: 5. “Slowing traffic and mixed use of transit lanes with buses and streetcars was seen as an
advantage by the consultants. (p. 341). I disagree.”; 8. “Recreational bicycle use does not mean bicycles will be used by
commuters.”; and 9. “The report is not always clear about how transit will be used and in what proportion would be for employees,
versus visitors, patients and residents.”
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
4844-1366-7105\7
4. “Little attention is given to where streetcars and buses would be staged and maintained in the Draft Report
during phase one.”
Response: We believe the DMC Transportation Plan gives clear guidance on maintenance bay options (near
Miracle Mile and Slatterly Park streetcar station), but can only go so far at this level of study. This issue will
require further study as the streetcar alternatives analysis moves forward. O&M facilities for a streetcar
system are far less costly than an ART system and can be integrated into planned buildings or sighted on a
moderate sized urban lot at relatively low cost.
6. “Indication was that elevated transit is more costly and complex (p.307), a conclusion not supported by the
cost data from the IUH People Mover.”
Response: There is a broad range of ART technologies available on the market, with a wide range of costs.
The IUH system was constructed at a relatively low cost, but the operating environment should be
considered. The system travels through a primarily industrial area with no aesthetic value or pedestrian
environment. One of the key reasons elevated systems were removed from consideration was that during
walking tours the planning team could not find pathways through downtown that did not provide significant
concerns about the impact of an elevated system on the aesthetic values of the Mayo Clinic campus, historic
buildings, and public spaces.
7. “Too much consideration is given to bicycle and pedestrian access and expansion. Even if the use goals are
achieved for bicycles, it is a small consideration compared to the need to move more Mayo employees.
Bicycle data given in the report is from cities where major colleges exist (Ann Arbor, Madison, Iowa City,
Boulder, CO) and thus are places where the student population is from 18% to 43% of the cities' population.
(p.288). That is a very different environment than Rochester.”
Response: The DMC Transportation Plan does not rely on bicycle system improvements to address key peak
period access challenges. Bicycle facilities are included as a key amenity for community residents and
visitors and an important economic development tool. Rochester already bikes and walks above the
national average; there is no reason to believe that walking and cycling won’t increase as facilities improve,
leading to healthier residents, employees, and visitors.
Pedestrian access and placemaking is a core component to improving the patient experience, attracting
private investment, attracting a talented workforce, and giving people the tools to live healthy lives. These
are all goals of the DMC initiative. It is well-documented that places that are walkable and bikeable attract
and retain talent, and more recently attract and retain businesses. Costs related to pedestrian and bicycle
improvements in the Transportation Plan are very small compared to the overall capital budget, and these
are almost entirely funded through public-private partnerships. The economic return for such a small
investment is anticipated to be very large. The economic impact of the Indianapolis Cultural Trail far exceeds
the initial investment to design and construct the multi-use facility that the City Loop was modeled after. For
every $1 spent, $12 were generated from the project. In fact, during the DMCC/EDA/planning team trip to
Indianapolis, the Mayor of Indianapolis stated that the Cultural Trail was the single most important
investment that city has made since the city’s economic resurgence.
10. “Closing down auto lanes so space can be used for bicycles and pedestrians and making shared transit lanes
is very problematic. For example, a streetcar lane moved to the center of 3rd Avenue so autos can unload
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
4844-1366-7105\7
passengers at Gondo [sic] must assume that no one is getting off the streetcar and having to cross in front of
autos (p. 298).”
Response: The Transportation Plan demonstrates the increase in person carrying capacity of streets when
modest right-of-way tradeoffs are made. This also has been demonstrated in cities across the world. The
traffic analysis found that the street network will operate at appropriate levels for a very dense urban area
that has 35,000 new employees accessing downtown. As with mode selection, treatment of the right-of-
way (will a lane be dedicated or not) requires further study and won’t be confirmed without the approval of
City Council.
11. “Many of the locations and photos shown in the Draft Report of existing transit systems, that are meant to
indicate good practice, are rather examples in cities with warm weather climates, with little or no snow or in
cities that do not reflect the Rochester environment. We have a city of 110,000 people now that in 20 years
will have 70,000 or more employees at the Mayo Clinic. There is no US city that has had to deal with that
challenge.”
Response: Rochester will experience significant growth, which is the premise and the challenge on which
the DMC Development Plan is based. Precedents include a number of cold weather systems. Some of the
most successful transit systems in North America are located north of Rochester, MN.
12. “The report states that the Millennial generation that now represents 25% of the workforce will rise to 75%
by year 2025 (p.352) Not possible1 [sic]”
Response: A correction in Mr. Olen’s interpretation is that 75% of the 2025 workforce will be of the
millennial generation, not the total population.
***
The transportation planning team believes the following considerations are also important as you are
navigating conversations with the public:
• Indianapolis People Mover: Indianapolis People Mover operates in a fairly remote, parkway-like setting
that does not fit the context of urban Rochester. Nor does the mode meet the economic goals of the
DMC. Elevated people movers and their support structures would take away from the pedestrian realm.
The monorail in Seattle (built for the World’s Fair) is a good example of an elevated transit system that
was both unsuccessful in generating ridership and unattractive to the street environment. The planning
team believes that elevated transit can have significant negative visual impacts and would not produce
the economic results that streetcars have demonstrated. The general feeling during the
DMCC/EDA/planning team trip to see the Indianapolis People Mover was that it would detract from
downtown Rochester. Likewise, in order to double track the system Mr. Olen is proposing would require
guideway columns that either diminish the pedestrian realm or take out at least one lane of general
purpose travel lane, thereby negating the neutral impact on 2nd Street traffic that Mr. Olen mentioned
in his point #10.
• Elevated Transit Costs: Mr. Olen's statement about costs underestimates the complexity of
constructing an elevated system in a very urban environment. The transportation planning team
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
4844-1366-7105\7
believes that the per-mile capital cost would be roughly double the cost of the Indianapolis system. Mr.
Olen also does not appear to include costs for inflation, planning study, engineering, and final design.
• Comparing Streetcar to Light Rail Transit: Mr. Olen is comparing streetcar to modes that the planning
team is not considering for Rochester. Light rail is not the same as streetcar and is not being represented
as a potential mode of transportation for DMC.
Hammes Company JANUARY
2015
TABLE OF CONTENTS
1.0 Executive Summary
2.0 Master Project Budget
3.0 Budget Allocation Report
4.0 Cost Report
5.0 Contract Summary Report
6.0 Master Application for Payment
DESTINATION
MEDICAL
CENTER
ECONOMIC
DEVELOPMENT
AGENCY
EXECUTIVE
SUMMARY
REPORT
PERIOD:
JANUARY
2015
MASTER
PROJECT
BUDGET
The
following
is
a
summary
of
the
sources
and
uses
of
funds
included
in
the
current
payment
application.
This
summary
represents
the
approximately
$7.3
M
portion
of
the
budget
and/or
expenses
that
are
managed
and
reported
by
the
EDA.
The
balance
of
funding
(approximately
$886,000
for
a
total
budget
of
$8.205
M)
is
DMCC
and
City
of
Rochester
funding
and
managed
outside
of
the
EDA
budget.
• A
summary
of
the
sources
and
uses
of
funds
as
of
Map
#10
(January
2015)
is
included
above.
A
detailed
cost
report
is
also
attached
with
this
update.
• MAP
#1
-‐
#9
are
processed.
Map
#10
(January
2015)
was
submitted
to
City/DMCC
on
January
12,
2015.
• The
EDA
is
operating
within
budget
and
there
were
no
major
budgetary
risks
during
the
2014
calendar
year.
• As
of
January
31,
2015,
there
is
$576,567
remaining
in
the
2014
budget
to
be
paid
(Balance
to
Complete).
MASTER
PROJECT
SCHEDULE
/
DEVELOPMENT
PLAN
PROCESS
• After
the
submission
of
the
Development
Plan
by
the
EDA
to
the
DMCC
on
December
17,
2014,
it
was
reviewed
by
the
DMCC
during
the
month
of
January
2015.
The
original
timeframe
for
the
approval
and
adoption
of
the
Development
Plan
by
the
end
of
February
2015
has
shifted
to
April
2015.
The
remaining
phases
of
work
for
the
approval
of
the
Development
Plan
include
the
following:
o Transmission
of
the
Development
Plan,
including
amendments
by
the
DMCC,
to
the
City
of
Rochester
on
January
29,
2015
o Commencement
of
the
60-‐Day
City
of
Rochester
Review
Process:
January
29,
2015
o City
Planning
Committee
Meeting:
February
23,
2015
o Common
Council
Meeting:
March
23,
2015
o DMCC
Public
Hearing:
April
2015
(date
to
be
confirmed)
o DMCC
Board
Meeting
to
Approve
the
Development
Plan:
April
2015
(date
to
be
confirmed)
• A
milestone
schedule
for
2015
activities
is
attached.
• An
outline
of
the
major
topics
to
be
considered
at
EDA
and
DMCC
Board
Meetings
in
the
coming
months
is
included
with
this
report.
PROJECT
FINANCE
/
FINANCIAL
MANAGEMENT
• The
legal
documentation
for
the
terms
and
conditions
for
the
Amendment
to
Advance
Funds
(Working
Capital
Loan
Agreements)
between
the
City,
EDA,
and
DMCC
is
nearing
completion.
The
agreements
are
expected
to
be
executed
in
February
2015.
• The
clarification
of
language
in
the
legislation
regarding
the
cumulative
vs.
annual
basis
raised
by
the
Attorney
General
(the
legislative
“fix”
referred
to
in
previous
monthly
reports)
was
provided
in
a
bill
that
was
put
forward
by
Legislators
in
early
January.
The
bill,
clarifying
that
the
cumulative
basis
was
intended,
was
passed
by
both
the
House
and
Senate
and
signed
into
law
by
the
Governor
on
January
24,
2015.
SOURCES
OF
FUNDS USES
OF
FUNDS
City
Contribution $7,319,000 Total
Work
in
Place $4,611,712
Balance
to
Complete $576,567
Committed
Costs $5,188,278
Uncommitted
Costs $2,130,722
Total
Sources $7,319,000 Total $7,319,000
DESTINATION
MEDICAL
CENTER
ECONOMIC
DEVELOPMENT
AGENCY
EXECUTIVE
SUMMARY
• The
issues
with
respect
to
measuring
private
investment
and
drawing
down
state
funds
are
not
yet
resolved
between
the
City
and
DEED.
These
issues
are
to
be
resolved
in
an
agreement
between
the
City
and
DEED
in
early
2015.
DEVELOPMENT
PLAN
–
PROCESS
/
DESIGN
/
PLANNING
• The
EDA
presented
an
overview
of
the
highlights
of
the
Development
Plan
to
the
DMCC
at
their
January
29,
2015
board
meeting.
The
presentation
included
an
overview
of
amendments
to
the
Evaluation
Criteria
and
a
new
mission
statement
in
the
Development
Plan
that
were
recommended
and
adopted
by
the
DMCC.
The
presentation
also
clarified
what
an
approval
of
the
Development
Plan
means
and
what
it
does
not.
Summarized
below
are
the
key
points:
o The
Approval
the
Development
Plan
Is:
o
The
Development
Plan
findings
meet
the
requirements
and
legislative
intent
of
the
DMC
Act
o A
framework
to
guide
the
policies
and
procedures
for
the
DMC
o Evaluation
Criteria
for
DMC
investment
o Establishment
of
the
Development
District
Boundaries
o A
tool
to
support
the
economic
development
efforts
of
the
DMC
o An
outline
of
the
Planned
Public
Infrastructure
and
Transportation
Programs
o A
work
plan
to
guide
the
ongoing
efforts
of
the
DMC
and
EDA
o The
Approval
of
the
Development
Plan
is
Not:
o
A
definitive
block-‐by-‐block
master
plan
or
land
use
plan
for
Rochester
o A
commitment
for
capital
investment
for
any
specific
project(s)
o An
appropriation
of
any
funds
by
the
City
of
Rochester
o An
obligation
to
enact
any
specific
tax
by
the
City
of
Rochester
• The
EDA
has
compiled
a
list
of
issues
that
the
City
would
like
to
discuss.
The
EDA
plans
to
meet
with
the
City
to
discuss
these
issues
as
well
the
City’s
concerns
regarding
the
contribution
of
additional
funding
for
ordinary
City
capital
projects
in
the
Development
District
beyond
its
local
match
target
of
$128
million.
• The
EDA
has
not
directed
the
DMC
Planning
Team
to
make
any
changes
(other
than
the
amendments
mentioned
above)
to
the
Development
Plan
document
during
January.
The
need
for
any
potential
adjustments
to
the
Development
Plan
will
be
assessed
after
the
completion
of
the
City’s
public
review
process.
• The
EDA’s
Planning
teams’
contracts
are
scheduled
to
terminate
at
the
end
of
February
2015.
COMMUNITY
INPUT
PROCESS
• The
EDA’s
community
engagement
consultant’s
work
in
coordinating
outreach
activities
with
the
City
for
its
Comprehensive
Plan
is
on-‐going.
• The
EDA
continues
its
on-‐going
outreach
activities
including
website
updates,
blogs,
a
bi-‐weekly
newsletter
and
presentations
within
the
community
and
the
region.
TARGETED
BUSINESS
/
WORKFORCE
• The
EDA’s
work
in
coordinating
with
the
City
of
Rochester
and
DMCC
Board
regarding
targeted
business
and
workforce
initiatives
is
on-‐going.
• EDA
will
prepare
targeted
business
/
workforce
development
guidelines
as
part
of
its
next
phase
of
work
(Phase
2).
DESTINATION
MEDICAL
CENTER
ECONOMIC
DEVELOPMENT
AGENCY
EXECUTIVE
SUMMARY
OPERATIONS
• The
EDA
is
currently
finalizing
a
work
plan
to
(1)
complete
the
close-‐out
of
contracts
and
all
remaining
close-‐out
activities
that
were
associated
with
the
preparation
of
the
Development
Plan
and
(2)
establish
the
immediate
tasks
and
the
resources
required
to
advance
the
Development
Plan
to
the
implementation
stage,
and
(3)
launch
the
EDA
organization
and
start
the
recruitment
process
to
hire
staff.
KEY
CONSIDERATIONS
/
IDENTIFIED
RISKS
• City
Contribution
for
Public
Infrastructure
Costs:
As
noted
earlier,
the
City’s
current
position
is
that
it
may
not
contribute
any
additional
funding
beyond
its
local
match
for
extraordinary
DMC
projects.
This
will
impact
the
goals
and
the
number
of
capital
projects
included
in
the
Development
Plan.
The
EDA
will
work
to
seek
a
solution
that
addresses
the
City’s
concerns
while
not
significantly
altering
the
capital
project
goals
in
the
Development
Plan.
• Coordination
with
the
City
on
Ordinances
and
Other
Policy
Issues.
The
EDA
will
continue
to
coordinate
with
the
City
on
policy
changes
that
may
be
needed
including
land
use
policies,
parking
requirements,
private
developer
responsibilities,
utilities,
and
other
existing
covenant
and
restrictions
to
better
align
with
the
redevelopment
concepts
in
the
Development
Plan.
• Coordination
with
the
Comprehensive
Plan:
The
Comprehensive
Plan
work
is
on-‐going
and
not
expected
to
be
completed
until
the
end
of
the
2015
at
the
earliest.
It
is
important
for
the
EDA
to
continue
its
coordination
with
the
Comprehensive
Plan
team
to
ensure
that
the
Development
Plan
is
successfully
integrated
into
the
Comprehensive
Plan.
Both
the
EDA
and
the
City
are
committed
to
work
together
to
coordinate
and
resolve
and/or
mitigate
any
potential
issues.
• Coordination
with
Mayo
Clinic:
The
active
involvement
and
commitment
of
Mayo
Clinic
to
the
DMC
from
concept
to
actual
projects
is
critically
important.
The
EDA
will
continue
to
work
closely
with
the
Mayo
Clinic
by
providing
all
information
and
support
that
is
needed
to
enable
Mayo
Clinic
to
take
a
lead
role
in
driving
catalytic
development
in
the
core
of
the
DMC
Development
District.
MAJOR
TASKS
TO
BE
COMPLETED
OVER
NEXT
60
DAYS:
The
following
provides
an
outline
of
the
anticipated
tasks
to
be
completed
in
the
next
60
days.
• Start
of
the
City’s
60-‐day
statutory
review
process
–
January
29,
2015
• DMCC
completes
Annual
Report
–
January
31,
2015
• DMCC
/
City
submit
Annual
Report
to
DEED
–
February
15,
2015
(target
date)
• City
Planning
Committee
Meeting
(Development
Plan
review)
–
February
23,
2015
• Coordinate
with
DMCC
/
City
to
Resolve
Open
Issues
with
DEED
• Completion
of
Process
Certifying
Qualified
Expenditures
for
Submission
to
DEED
(deadline
April
1st)
• Complete
Preparation
of
Financial
Statements
for
the
EDA
audit
• Discussion
with
City
to
Resolve
its
Concerns
Regarding
Contributions
Beyond
the
Local
Match
• Approval
of
EDA’s
Phase
2
Work
Plan
and
Launch
of
Operations
• Coordination
of
Contract
Close-‐out
of
all
Planning
Team
Consultants
and
Vendors
• Common
Council
Meeting
–
March
23,
2015
• Adoption
of
the
DMC
Development
Plan
by
the
City
–
March
29th,
2015
DESTINATION
MEDICAL
CENTER
ECONOMIC
DEVELOPMENT
AGENCY
EXECUTIVE
SUMMARY
MILESTONE
DATES
The
following
provides
an
outline
of
the
major
milestone
dates
for
the
project
known
as
of
the
date
it
was
issued.
This
milestone
schedule
is
not
meant
to
be
a
comprehensive
document
and
does
not
represent
all
meetings,
calls,
actions,
tasks
or
deadlines
associated
with
the
project.
The
schedule
is
subject
to
change
without
notification.
Calendar
Year
2015
Date
Milestone
Schedule
January
5th
Due
Date:
EDA
Payment
Application
#10
Submitted
to
EDA
for
preliminary
review/approvals
January
10th
Due
Date:
EDA
Payment
Application
#10
Submitted
to
DMCC
for
preliminary
review/approvals
January
22th
EDA
Board
Meeting
January
29th
DMCC
Board
Meeting,
DMCC
transmits
Draft
Development
Plan
to
City
January
29th
Commencement
of
City’s
60-‐day
Comment
Period
on
the
Draft
Development
Plan
January
31st
Target
Date:
EDA
completes
Annual
Report
for
review
by
DMCC
Board,
DMCC
Board
submits
February
15th
(See
Below)
February
3rd
Due
Date:
EDA
Payment
Application
#11
Submitted
to
EDA
for
preliminary
review/approvals
February
10th
Due
Date:
EDA
Payment
Application
#11
Submitted
to
DMCC
for
preliminary
review/approvals
February
15th
Due
Date:
DMCC/City
submit
Annual
Report
to
DEED
February
19th
EDA
Board
Meeting
February
23rd
Target
Date:
City
Planning
Committee
Meeting
February
26th
DMCC
Board
Meeting
March
1st
Target
Date:
Completion
of
McGladry
Review
of
Mayo
Clinic
Investments
March
3rd
Due
Date:
EDA
Payment
Application
#12
Submitted
to
EDA
for
preliminary
review/approvals
March
10th
Due
Date:
EDA
Payment
Application
#12
Submitted
to
DMCC
for
preliminary
review/approvals
March
19th
EDA
Board
Meeting
March
23rd
Target
Date:
Common
Council
Meeting
to
Adopt
Development
Plan
March
26th
DMCC
Board
Meeting
April
1st
Due
Date:
Submittal
of
2014
Certification
of
Investment
to
DEED
April
5th
Due
Date:
EDA
Payment
Application
#13
Submitted
to
EDA
for
preliminary
review/approvals
April
10th
Due
Date:
EDA
Payment
Application
#13
Submitted
to
DMCC
for
preliminary
review/approvals
April
(TBD)
DMCC
Public
Hearing
on
Development
Plan
April
23rd
EDA
Board
Meeting:
Any
Final
Actions
on
Development
Plan
/
Approval
of
2014
Investment
Certification
(confirm
date)
April
30th
DMCC
Board
Meeting
to
Approve
Development
Plan
(confirm
date)
May
5th
Due
Date:
EDA
Payment
Application
#14
Submitted
to
EDA
for
preliminary
review/approvals
May
10th
Due
Date:
EDA
Payment
Application
#14
Submitted
to
DMCC
for
preliminary
review/approvals
May
21st
EDA
Board
Meeting
May
28th
DMCC
Board
Meeting
June
5th
Due
Date:
EDA
Payment
Application
#15
Submitted
to
EDA
for
preliminary
review/approvals
June
10th
Due
Date:
EDA
Payment
Application
#15
Submitted
to
DMCC
for
preliminary
review/approvals
June
18th
EDA
Board
Meeting
June
25th
DMCC
Board
Meeting
July
5th
Due
Date:
EDA
Payment
Application
#16
Submitted
to
EDA
for
preliminary
review/approvals
July
10th
Due
Date:
EDA
Payment
Application
#16
Submitted
to
DMCC
for
preliminary
review/approvals
July
15th
Due
Date:
DMCC
report
to
DEED
–
Open
Appointments,
Annual
Report
Compilation
July
23rd
EDA
Board
Meeting
July
30th
DMCC
Board
Meeting
August
1st
Due
Date:
2016
EDA
Operating
Budget
Submittal
to
DMCC
Due
Date:
DEED
Certification
of
Amount
of
GSIA
August
5th
Due
Date:
EDA
Payment
Application
#17
Submitted
to
EDA
for
preliminary
review/approvals
August
10th
Due
Date:
EDA
Payment
Application
#17
Submitted
to
DMCC
for
preliminary
review/approvals
DESTINATION
MEDICAL
CENTER
ECONOMIC
DEVELOPMENT
AGENCY
EXECUTIVE
SUMMARY
Date
Milestone
Schedule
August
20th
EDA
Board
Meeting
August
27th
DMCC
Board
Meeting
September
1st
Due
Date:
DMCC
to
Submit
2016
DMC
Budget
Request
to
the
City
of
Rochester
(Note
includes
DMCC,
EDA
and
City
Budgets)
Due
Date:
DEED
to
Provide
GSIA
Funding
to
City
September
5th
Due
Date:
EDA
Payment
Application
#18
Submitted
to
EDA
for
preliminary
review/approvals
September10th
Due
Date:
EDA
Payment
Application
#18
Submitted
to
DMCC
for
preliminary
review/approvals
September
17
EDA
Board
Meeting
September
24th
DMCC
Board
Meeting
October
5th
Due
Date:
EDA
Payment
Application
#19
Submitted
to
EDA
for
preliminary
review/approvals
October
10th
Due
Date:
EDA
Payment
Application
#19
Submitted
to
DMCC
for
preliminary
review/approvals
October
22nd
EDA
Board
Meeting
October
29th
DMCC
Board
Meeting
November
5th
Due
Date:
EDA
Payment
Application
#20
Submitted
to
EDA
for
preliminary
review/approvals
November
10th
Due
Date:
EDA
Payment
Application
#20
Submitted
to
DMCC
for
preliminary
review/approvals
November
12th
EDA
Board
Meeting
November
19th
DMCC
Board
Meeting
December
5th
Due
Date:
EDA
Payment
Application
#21
Submitted
to
EDA
for
preliminary
review/approvals
December
10th
Due
Date:
EDA
Payment
Application
#21
Submitted
to
DMCC
for
preliminary
review/approvals
December
10th
EDA
Board
Meeting
December
17th
DMCC
Board
Meeting
OUTLINE
OF
DISCUSSIONS
/
ACTIONS
AT
DMCC
/
EDA
BOARD
MEETINGS
The
following
is
a
preliminary
list
of
the
items
that
may
be
discussed
during
the
scheduled
board
meetings.
Please
note,
this
outline
is
preliminary
in
nature
and
is
subject
to
change
without
notification.
January
2015
• DMCC
Preliminary
Development
Plan
comments
/
Transmission
to
City
on
January
29th
• City
Review
Process
(preliminary
review)
• EDA’s
Work
Plan
to
Launch
Operations
(Phase
2)
February
/
March
2015
• City’s
60-‐day
statutory
review
process
(actual
start
date:
January
29th)
• City
Planning
Committee
meeting
comments
and
recommended
amendments
• Common
Council
adoption
of
the
Development
Plan
• Approval
of
EDA’s
Work
Plan
and
Launch
of
Operations
April
• DMCC
Public
Hearings
• DMCC
Approval
of
the
Development
Plan
Hammes Company JANUARY
2015
The following Master Project Budget is included herein as Section 2.0.
Report 4001B
2/6/2015 - 12:35 PM Page 1 of 2
DMC - ECONOMIC DEVELOPMENT AGENCY
DETAIL MASTER PROJECT BUDGET #10 January 31, 2015
Division Description Final Projected
Cost - Detail
Final Projected
Cost Notes
DEVELOPMENT COSTS
40-05-000 Architecture & Engineering $2,405,845.14
40-05-300 Planning Services, Architecture, Engineering $2,405,845.14
40-25-000 Marketing & Public Relations $790,000.00
40-25-300 Communications, Marketing & PR $545,000.00
40-25-310 Public Relations & Communications $245,000.00
40-30-000 Development Services $2,350,000.00
40-30-300 Development Services $1,675,000.00
40-30-310 Financial, Accounting & Investment Services $675,000.00
40-35-000 Legal Services $425,000.00
40-35-300 Legal Services $425,000.00
40-55-000 Misc Professional Services $376,310.80
40-55-300 Economic Analysis, Market Research, Reports $359,106.35
40-55-310 Other Professional Services & Project Costs $17,204.45
40-90-000 Other Development Costs $971,844.06
40-90-115 Payroll, Staff, Administration & Benefits-EDA $460,000.00
40-90-120 General Expenses-EDA $382,000.00
40-90-300 Reimbursable Expenses $129,844.06
Subtotal $7,319,000.00
PROJECT CONTINGENCY
90-00-000 Project Contingency $0.00
Subtotal $0.00
Report 4001B
2/6/2015 - 12:35 PM Page 2 of 2
DMC - ECONOMIC DEVELOPMENT AGENCY
DETAIL MASTER PROJECT BUDGET #10 January 31, 2015
Division Description Final Projected
Cost - Detail
Final Projected
Cost Notes
PROJECT TOTAL $7,319,000.00
Hammes Company JANUARY
2015
The following Budget Allocation Report is included herein as Section 3.0.
Report 4004
2/6/2015 - 12:44 PM Page 1 of 1
DMC - ECONOMIC DEVELOPMENT AGENCY
BUDGET ALLOCATION REPORT #10
Revision
No
Revision
Date Division Division
Description
Revision
Description
Revision
Amount
Revision
To
Revision
Method
Requested
By
Entered
By
0002 1/31/2015 40-05-300 Planning Services, Architecture, Engineering Budget Review - 01.31.2015 ($25,154.86)GMP Budget Net Change PAS
0002 1/31/2015 40-55-300 Economic Analysis, Market Research, Reports Budget Review - 01.31.2015 $8,106.35 GMP Budget Net Change PAS
0002 1/31/2015 40-55-310 Other Professional Services & Project Costs Budget Review - 01.31.2015 ($82,795.55)GMP Budget Net Change PAS
0002 1/31/2015 40-90-300 Reimbursable Expenses Budget Review - 01.31.2015 $99,844.06 GMP Budget Net Change PAS
0002 1/31/2015 90-00-000 Project Contingency Budget Review - 01.31.2015 $0.00 GMP Budget Net Change PAS
BEGINNING CONTINGENCY BALANCE $0.00
ENDING CONTINGENCY BALANCE $0.00
January 31, 2015
Final Projected Cost
Hammes Company JANUARY
2015
The following Cost Report is included herein as Section 4.0.
Report 4002
2/6/2015 - 12:53 PM Page 1 of 1
DMC - ECONOMIC DEVELOPMENT AGENCY
DETAIL COST REPORT #10
Variance
Division Description
Master Project
Budget
A
Original
Contract
Amount
B
Contract
Revisions
C
Committed
Costs
B+C
Committed Direct
Owner Purchases
D
Un-Committed
Costs
E
Final Projected
Cost
B+C+D+E
Over/(Under)
Budget
(B+C+D+E)-A
Total Work
In Place
Percent
Complete
DEVELOPMENT COSTS
40-05-000 Architecture & Engineering $2,431,000.00 $1,545,921.60 $165,891.61 $1,711,813.21 $0.00 $694,031.93 $2,405,845.14 ($25,154.86)$1,362,041.10 56.61%
40-05-300 Planning Services, Architecture, Engineering $2,431,000.00 $1,545,921.60 $165,891.61 $1,711,813.21 $0.00 $694,031.93 $2,405,845.14 ($25,154.86)$1,362,041.10 56.61%
40-25-000 Marketing & Public Relations $790,000.00 $245,883.05 $90,963.03 $336,846.08 $0.00 $453,153.92 $790,000.00 $0.00 $298,177.56 37.74%
40-25-300 Communications, Marketing & PR $545,000.00 $183,137.76 $73,092.01 $256,229.77 $0.00 $288,770.23 $545,000.00 $0.00 $231,666.49 42.51%
40-25-310 Public Relations & Communications $245,000.00 $62,745.29 $17,871.02 $80,616.31 $0.00 $164,383.69 $245,000.00 $0.00 $66,511.07 27.15%
40-30-000 Development Services $2,350,000.00 $2,300,000.00 $0.00 $2,300,000.00 $0.00 $50,000.00 $2,350,000.00 $0.00 $2,150,000.00 91.49%
40-30-300 Development Services $1,675,000.00 $1,675,000.00 $0.00 $1,675,000.00 $0.00 $0.00 $1,675,000.00 $0.00 $1,569,500.00 93.70%
40-30-310 Financial, Accounting & Investment Services $675,000.00 $625,000.00 $0.00 $625,000.00 $0.00 $50,000.00 $675,000.00 $0.00 $580,500.00 86.00%
40-35-000 Legal Services $425,000.00 $126,208.01 $97,613.74 $223,821.75 $0.00 $201,178.25 $425,000.00 $0.00 $223,821.75 52.66%
40-35-300 Legal Services $425,000.00 $126,208.01 $97,613.74 $223,821.75 $0.00 $201,178.25 $425,000.00 $0.00 $223,821.75 52.66%
40-55-000 Misc Professional Services $451,000.00 $298,473.00 $60,633.35 $359,106.35 $0.00 $17,204.45 $376,310.80 ($74,689.20)$322,023.29 85.57%
40-55-300 Economic Analysis, Market Research, Reports $351,000.00 $298,473.00 $60,633.35 $359,106.35 $0.00 $0.00 $359,106.35 $8,106.35 $322,023.29 100.00%
40-55-310 Other Professional Services & Project Costs $100,000.00 $0.00 $0.00 $0.00 $0.00 $17,204.45 $17,204.45 ($82,795.55)$0.00 0.00%
40-90-000 Other Development Costs $872,000.00 $93,857.94 $162,832.94 $256,690.88 $0.00 $715,153.18 $971,844.06 $99,844.06 $255,647.86 26.31%
40-90-115 Payroll, Staff, Administration & Benefits-EDA $460,000.00 $0.00 $0.00 $0.00 $0.00 $460,000.00 $460,000.00 $0.00 $0.00 0.00%
40-90-120 General Expenses-EDA $382,000.00 $93,857.94 $34,975.10 $128,833.04 $0.00 $253,166.96 $382,000.00 $0.00 $127,790.02 33.45%
40-90-300 Reimbursable Expenses $30,000.00 $0.00 $127,857.84 $127,857.84 $0.00 $1,986.22 $129,844.06 $99,844.06 $127,857.84 98.47%
Subtotal $7,319,000.00 $4,610,343.60 $577,934.67 $5,188,278.27 $0.00 $2,130,721.73 $7,319,000.00 $0.00 $4,611,711.56 63.01%
PROJECT CONTINGENCY
90-00-000 Project Contingency $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.00%
Subtotal $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.00%
PROJECT TOTAL $7,319,000.00 $4,610,343.60 $577,934.67 $5,188,278.27 $0.00 $2,130,721.73 $7,319,000.00 $0.00 $4,611,711.56 63.01%
Work in PlaceSchedule of Values
January 31, 2015
Hammes Company JANUARY
2015
The following Contract Summary Report is included herein as Section 5.0.
Report 4003
2/2/2015 - 10:08 PM Page 1 of 2
DMC - ECONOMIC DEVELOPMENT AGENCY
CONTRACT SUMMARY REPORT #10
Division Description
Co
n
t
r
a
c
t
Vendor Name Contract
Number
Original
Contract
Amount
Contract
Revisions
Committed
Costs
Direct
Owner
Purchases
Work in
Place
Percent
Complete
DEVELOPMENT COSTS
40-05-000 Architecture & Engineering $1,545,921.60 $165,891.61 $1,711,813.21 $0.00 $1,362,041.10 79.57%
40-05-300 Planning Services, Architecture, Engineering X KIMLEY-HORN AND ASSOC., INC.4003 $412,500.00 $0.00 $412,500.00 $0.00 $352,233.71 85.39%
40-05-300 Planning Services, Architecture, Engineering X NELSON/NYGAARD CONSULTING 4004 $412,941.00 $34,862.50 $447,803.50 $0.00 $338,655.18 75.63%
40-05-300 Planning Services, Architecture, Engineering X PERKINS EASTMAN ARCHITECTS, PC 4005 $686,000.00 $99,000.00 $785,000.00 $0.00 $618,732.97 78.82%
40-05-300 Planning Services, Architecture, Engineering X ALPHAGRAPHICS 4006 $794.42 $13,423.18 $14,217.60 $0.00 $14,217.60 100.00%
40-05-300 Planning Services, Architecture, Engineering X MAYO CLINIC 4012 $2,026.53 $18,605.93 $20,632.46 $0.00 $20,632.46 100.00%
40-05-300 Planning Services, Architecture, Engineering X CARROLL, FRANCK & ASSOCIATES 4020 $28,000.00 $0.00 $28,000.00 $0.00 $13,909.53 49.68%
40-05-300 Planning Services, Architecture, Engineering X GARY SMITH 4028 $1,259.10 $0.00 $1,259.10 $0.00 $1,259.10 100.00%
40-05-300 Planning Services, Architecture, Engineering X JERRY BELL 4029 $1,844.65 $0.00 $1,844.65 $0.00 $1,844.65 100.00%
40-05-300 Planning Services, Architecture, Engineering X INDIANA HISTORY CENTER 4031 $555.90 $0.00 $555.90 $0.00 $555.90 100.00%
40-25-000 Marketing & Public Relations $245,883.05 $90,963.03 $336,846.08 $0.00 $298,177.56 88.52%
40-25-300 Communications, Marketing & PR X HIMLE RAPP & CO., INC.4001 $28,918.38 $3,830.44 $32,748.82 $0.00 $32,748.82 100.00%
40-25-300 Communications, Marketing & PR X MAYO CLINIC 4012 $4,275.00 $9,261.57 $13,536.57 $0.00 $13,536.57 100.00%
40-25-300 Communications, Marketing & PR X HIMLE RAPP & CO., INC.4017 $143,044.38 $60,000.00 $203,044.38 $0.00 $181,106.10 89.20%
40-25-300 Communications, Marketing & PR X GINA MARIA CHIRI-OSMOND 4027 $6,900.00 $0.00 $6,900.00 $0.00 $4,275.00 61.96%
40-25-310 Public Relations & Communications X MAYO CLINIC 4012 $19,725.29 $11,329.00 $31,054.29 $0.00 $31,054.29 100.00%
40-25-310 Public Relations & Communications X BRANDHOOT 4016 $27,540.00 $700.00 $28,240.00 $0.00 $28,069.76 99.40%
40-25-310 Public Relations & Communications X KNOWBLE MEDIA, LLC 4025 $4,000.00 $5,842.02 $9,842.02 $0.00 $5,042.02 51.23%
40-25-310 Public Relations & Communications X SAM SMITH 4030 $11,480.00 $0.00 $11,480.00 $0.00 $2,345.00 20.43%
40-30-000 Development Services $2,300,000.00 $0.00 $2,300,000.00 $0.00 $2,150,000.00 93.48%
40-30-300 Development Services X HAMMES COMPANY SPORTS DEVEL.DMA $1,675,000.00 $0.00 $1,675,000.00 $0.00 $1,569,500.00 93.70%
40-30-310 Financial, Accounting & Investment Services X HAMMES COMPANY SPORTS DEVEL.DMA $625,000.00 $0.00 $625,000.00 $0.00 $580,500.00 92.88%
40-35-000 Legal Services $126,208.01 $97,613.74 $223,821.75 $0.00 $223,821.75 100.00%
40-35-300 Legal Services X FOLEY & LARDNER LLP 4000 $39,208.01 $0.00 $39,208.01 $0.00 $39,208.01 100.00%
40-35-300 Legal Services X DORSEY & WHITNEY LLP 4015 $75,000.00 $67,114.74 $142,114.74 $0.00 $142,114.74 100.00%
40-35-300 Legal Services X MICHAEL BEST & FRIEDRICH LLP 4021 $12,000.00 $30,499.00 $42,499.00 $0.00 $42,499.00 100.00%
40-55-000 Misc Professional Services $298,473.00 $60,633.35 $359,106.35 $0.00 $322,023.29 89.67%
40-55-300 Economic Analysis, Market Research, Reports X AECOM TECHNICAL SERVICES, INC.4002 $298,473.00 $60,633.35 $359,106.35 $0.00 $322,023.29 89.67%
40-90-000 Other Development Costs $93,857.94 $162,832.94 $256,690.88 $0.00 $255,647.86 99.59%
40-90-120 General Expenses-EDA X CANADIAN HONKER REST & CATER 4007 $364.20 $483.27 $847.47 $0.00 $847.47 100.00%
40-90-120 General Expenses-EDA X CATERING BY DESIGN 4008 $457.94 $0.00 $457.94 $0.00 $457.94 100.00%
40-90-120 General Expenses-EDA X ECONOMIC DEVELOPMENT AGENCY 4009 $10,000.00 $0.00 $10,000.00 $0.00 $10,000.00 100.00%
January 31, 2015
Status
Report 4003
2/2/2015 - 10:08 PM Page 2 of 2
DMC - ECONOMIC DEVELOPMENT AGENCY
CONTRACT SUMMARY REPORT #10
Division Description
Co
n
t
r
a
c
t
Vendor Name Contract
Number
Original
Contract
Amount
Contract
Revisions
Committed
Costs
Direct
Owner
Purchases
Work in
Place
Percent
Complete
January 31, 2015
Status
40-90-120 General Expenses-EDA X AON RISK SERVICES CENTRAL, INC 4010 $67,466.17 $0.00 $67,466.17 $0.00 $67,466.17 100.00%
40-90-120 General Expenses-EDA X MAYO CLINIC 4012 $4,801.01 $5,898.28 $10,699.29 $0.00 $10,473.66 97.89%
40-90-120 General Expenses-EDA X MAYO CIVIC CENTER 4013 $4,929.24 $26,836.92 $31,766.16 $0.00 $31,766.16 100.00%
40-90-120 General Expenses-EDA X ROCHESTER TROLLEY & TOUR CO 4014 $550.00 $0.00 $550.00 $0.00 $550.00 100.00%
40-90-120 General Expenses-EDA X CITY MARKET DOWNTOWN 4018 $420.44 $1,157.21 $1,577.65 $0.00 $1,577.65 100.00%
40-90-120 General Expenses-EDA X TIM PRIEST 4019 $566.84 $0.00 $566.84 $0.00 $566.84 100.00%
40-90-120 General Expenses-EDA X DAVID HIGGINS 4022 $95.20 $0.00 $95.20 $0.00 $95.20 100.00%
40-90-120 General Expenses-EDA X PATRICK SEEB 4023 $766.20 $0.00 $766.20 $0.00 $766.20 100.00%
40-90-120 General Expenses-EDA X HARLEYSVILLE WORCESTER INS. CO 4024 $1,762.43 $0.00 $1,762.43 $0.00 $1,762.43 100.00%
40-90-120 General Expenses-EDA X MINNEAPOLIS CLUB 4026 $1,670.27 $599.42 $2,269.69 $0.00 $1,452.30 63.99%
40-90-120 General Expenses-EDA X SRI ZAHEER 4032 $8.00 $0.00 $8.00 $0.00 $8.00 100.00%
40-90-300 Reimbursable Expenses X HAMMES COMPANY SPORTS DEVEL.DMA $0.00 $127,857.84 $127,857.84 $0.00 $127,857.84 100.00%
Subtotal $4,610,343.60 $577,934.67 $5,188,278.27 $0.00 $4,611,711.56 88.89%
PROJECT CONTINGENCY
90-00-000 Project Contingency $0.00 $0.00 $0.00 $0.00 $0.00 0.00%
Subtotal $0.00 $0.00 $0.00 $0.00 $0.00 0.00%
PROJECT TOTAL $4,610,343.60 $577,934.67 $5,188,278.27 $0.00 $4,611,711.56 88.89%
Hammes Company JANUARY
2015
The following Master Application for Payment is included herein as
Section 6.0.
These reports include budget information as of the date of the Master
Application for Payment.
MASTER APPLICATION FOR PAYMENT
MAP for undisputed labor, services, or materials
Page 1 of 1
MASTER APPLICATION FOR PAYMENT (Form 4020)
From:HAMMES COMPANY Application No.:10 Please Remit To:
Application Date:January 5, 2015
Hammes Project No:40050-05
To:DMC Economic Development Authority Period From:December 1, 2014
200 First Street SW Period To:December 31, 2014
Rochester, MN 55905 Project Name:DMC
Attention:Executive Director Economic Development Agency
PROJECT MANAGER:STATEMENT OF PROJECT:
ORIGINAL MASTER PROJECT BUDGET . . . . . . . . . . . . . . . $
CURRENT MASTER PROJECT BUDGET . . . . . . . . . . . . . . . $
Signed By:
Hammes Company Sports Development, Inc.
Date:January 5, 2015 TOTAL COMPLETED & STORED TO DATE . . . . . . . . . . . . . $
Name:Robert P. Dunn RETAINAGE TO DATE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
TOTAL COMPLETED LESS RETAINAGE . . . . . . . . . . . . . . . $
SOURCES OF FUNDS:
City Contribution LESS PREVIOUS REQUESTS . . . . . . . . . . . . . . . . . . . . . . . $
CURRENT AMOUNT DUE (A + B) . . . . . . . . . . . . . . . . . . . . . $
CURRENT PAYMENTS DUE (A) . . . . . . . . . . . . . . . . . . . . . . $
CURRENT SOURCES OF FUNDS DIRECT OWNER PURCHASES DUE (B) . . . . . . . . . . . . . . . . $
USES OF FUNDS:APPROVALS:
40 - Development Costs
50 - Financing Costs
60 - Other Project Costs
90 - Project Contingency
EDA:Date
DMCC: Date
CURRENT USES OF FUNDS
395,999.13$
Current Application
-$
-$
395,999.13$
Acct Name:
Acct No:
Bank:
Notify:
7,319,000.00
7,319,000.00
4,611,711.56
-
4,611,711.56
Submitted in accordance with the Contract Documents for approval by
the EDA.
4,215,712.43
Current Application
395,999.13$
-
395,999.13
395,999.13
-$
395,999.13$
MAP for undisputed labor, services, or materials
Page 1 of 1
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
DETAIL SOURCES AND USES REPORT #10
Division Description Final Projected
Cost
Previous
Billings
Current
Billing
Total
Billed To Date
Balance to
Complete
SOURCES OF FUNDS
00-30-005 City Contribution $7,319,000.00 $4,215,712.43 $395,999.13 $4,611,711.56 $2,707,288.44
Total Sources of Funds $7,319,000.00 $4,215,712.43 $395,999.13 $4,611,711.56 $2,707,288.44
USES OF FUNDS
40-00-000 Development Costs $7,319,000.00 $4,215,712.43 $395,999.13 $4,611,711.56 $2,707,288.44
90-00-000 Project Contingency $0.00 $0.00 $0.00 $0.00 $0.00
Total Uses of Funds $7,319,000.00 $4,215,712.43 $395,999.13 $4,611,711.56 $2,707,288.44
January 5, 2015
MAP for undisputed labor, services, or materials
Page 1 of 2
DESTINATION MEDICAL CENTERECONOMIC DEVELOPMENT AUTHORITY
Division Description Vendor Contract
No
Previous
Billing
Current
Work In Place
Direct Owner
Purchase
Total
Work to Date
Percent
Complete
Previous
Retainage
Current
Retainage
Total
Retainage
DEVELOPMENT COSTS
40-05-000 Architecture & Engineering $1,150,536.16 $211,504.94 $0.00 $1,362,041.10 79.57%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering KIMLEY-HORN AND ASSOC., INC.4003 $271,254.18 $80,979.53 $0.00 $352,233.71 85.39%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering NELSON/NYGAARD CONSULTING 4004 $338,655.18 $0.00 $0.00 $338,655.18 75.63%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering PERKINS EASTMAN ARCHITECTS, PC 4005 $506,302.05 $112,430.92 $0.00 $618,732.97 78.82%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering ALPHAGRAPHICS 4006 $794.42 $13,423.18 $0.00 $14,217.60 100.00%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering MAYO CLINIC 4012 $20,632.46 $0.00 $0.00 $20,632.46 100.00%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering CARROLL, FRANCK & ASSOCIATES 4020 $9,794.12 $4,115.41 $0.00 $13,909.53 49.68%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering GARY SMITH 4028 $1,259.10 $0.00 $0.00 $1,259.10 100.00%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering JERRY BELL 4029 $1,844.65 $0.00 $0.00 $1,844.65 100.00%$0.00 $0.00 $0.00
40-05-300 Planning Services, Architecture, Engineering INDIANA HISTORY CENTER 4031 $0.00 $555.90 $0.00 $555.90 100.00%$0.00 $0.00 $0.00
40-25-000 Marketing & Public Relations $269,610.49 $28,567.07 $0.00 $298,177.56 89.80%$0.00 $0.00 $0.00
40-25-300 Communications, Marketing & PR HIMLE RAPP & CO., INC.4001 $32,748.82 $0.00 $0.00 $32,748.82 100.00%$0.00 $0.00 $0.00
40-25-300 Communications, Marketing & PR MAYO CLINIC 4012 $13,536.57 $0.00 $0.00 $13,536.57 100.00%$0.00 $0.00 $0.00
40-25-300 Communications, Marketing & PR HIMLE RAPP & CO., INC.4017 $159,982.73 $21,123.37 $0.00 $181,106.10 89.20%$0.00 $0.00 $0.00
40-25-300 Communications, Marketing & PR GINA MARIA CHIRI-OSMOND 4027 $3,262.50 $1,012.50 $0.00 $4,275.00 61.96%$0.00 $0.00 $0.00
40-25-310 Public Relations & Communications MAYO CLINIC 4012 $31,054.29 $0.00 $0.00 $31,054.29 100.00%$0.00 $0.00 $0.00
40-25-310 Public Relations & Communications BRANDHOOT 4016 $23,983.56 $4,086.20 $0.00 $28,069.76 99.40%$0.00 $0.00 $0.00
40-25-310 Public Relations & Communications KNOWBLE MEDIA, LLC 4025 $5,042.02 $0.00 $0.00 $5,042.02 100.00%$0.00 $0.00 $0.00
40-25-310 Public Relations & Communications SAM SMITH 4030 $0.00 $2,345.00 $0.00 $2,345.00 20.43%$0.00 $0.00 $0.00
40-30-000 Development Services $2,050,000.00 $100,000.00 $0.00 $2,150,000.00 93.48%$0.00 $0.00 $0.00
40-30-300 Development Services HAMMES COMPANY SPORTS DEVEL.DMA $1,496,500.00 $73,000.00 $0.00 $1,569,500.00 93.70%$0.00 $0.00 $0.00
40-30-310 Financial, Accounting & Investment Services HAMMES COMPANY SPORTS DEVEL.DMA $553,500.00 $27,000.00 $0.00 $580,500.00 92.88%$0.00 $0.00 $0.00
40-35-000 Legal Services $172,244.83 $51,576.92 $0.00 $223,821.75 100.00%$0.00 $0.00 $0.00
40-35-300 Legal Services FOLEY & LARDNER LLP 4000 $39,208.01 $0.00 $0.00 $39,208.01 100.00%$0.00 $0.00 $0.00
40-35-300 Legal Services DORSEY & WHITNEY LLP 4015 $92,990.82 $49,123.92 $0.00 $142,114.74 100.00%$0.00 $0.00 $0.00
40-35-300 Legal Services MICHAEL BEST & FRIEDRICH LLP 4021 $40,046.00 $2,453.00 $0.00 $42,499.00 100.00%$0.00 $0.00 $0.00
40-55-000 Misc Professional Services $322,023.29 $0.00 $0.00 $322,023.29 89.67%$0.00 $0.00 $0.00
40-55-300 Economic Analysis, Market Research, Reports AECOM TECHNICAL SERVICES, INC.4002 $322,023.29 $0.00 $0.00 $322,023.29 89.67%$0.00 $0.00 $0.00
40-90-000 Other Development Costs $251,297.66 $4,350.20 $0.00 $255,647.86 99.59%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA CANADIAN HONKER REST & CATER 4007 $847.47 $0.00 $0.00 $847.47 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA CATERING BY DESIGN 4008 $457.94 $0.00 $0.00 $457.94 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA ECONOMIC DEVELOPMENT AGENCY 4009 $10,000.00 $0.00 $0.00 $10,000.00 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA AON RISK SERVICES CENTRAL, INC 4010 $67,466.17 $0.00 $0.00 $67,466.17 100.00%$0.00 $0.00 $0.00
Retainage
January 5, 2015
Work Completed To Date
MASTER APPLICATION FOR PAYMENT DETAIL #10
MAP for undisputed labor, services, or materials
Page 2 of 2
DESTINATION MEDICAL CENTERECONOMIC DEVELOPMENT AUTHORITY
Division Description Vendor Contract
No
Previous
Billing
Current
Work In Place
Direct Owner
Purchase
Total
Work to Date
Percent
Complete
Previous
Retainage
Current
Retainage
Total
Retainage
Retainage
January 5, 2015
Work Completed To Date
MASTER APPLICATION FOR PAYMENT DETAIL #10
40-90-120 General Expenses-EDA MAYO CLINIC 4012 $10,473.66 $0.00 $0.00 $10,473.66 97.89%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA MAYO CIVIC CENTER 4013 $27,493.00 $4,273.16 $0.00 $31,766.16 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA ROCHESTER TROLLEY & TOUR CO 4014 $550.00 $0.00 $0.00 $550.00 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA CITY MARKET DOWNTOWN 4018 $1,508.61 $69.04 $0.00 $1,577.65 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA TIM PRIEST 4019 $566.84 $0.00 $0.00 $566.84 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA DAVID HIGGINS 4022 $95.20 $0.00 $0.00 $95.20 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA PATRICK SEEB 4023 $766.20 $0.00 $0.00 $766.20 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA HARLEYSVILLE WORCESTER INS. CO 4024 $1,762.43 $0.00 $0.00 $1,762.43 100.00%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA MINNEAPOLIS CLUB 4026 $1,452.30 $0.00 $0.00 $1,452.30 63.99%$0.00 $0.00 $0.00
40-90-120 General Expenses-EDA SRI ZAHEER 4032 $0.00 $8.00 $0.00 $8.00 100.00%$0.00 $0.00 $0.00
40-90-300 Reimbursable Expenses HAMMES COMPANY SPORTS DEVEL.DMA $127,857.84 $0.00 $0.00 $127,857.84 100.00%$0.00 $0.00 $0.00
Subtotal $4,215,712.43 $395,999.13 $0.00 $4,611,711.56 88.97%$0.00 $0.00 $0.00
PROJECT CONTINGENCY
90-00-000 Project Contingency $0.00 $0.00 $0.00 $0.00 0.00%$0.00 $0.00 $0.00
Subtotal $0.00 $0.00 $0.00 $0.00 0.00%$0.00 $0.00 $0.00
PROJECT TOTAL $4,215,712.43 $395,999.13 $0.00 $4,611,711.56 $0.00 $0.00 $0.00
Current
Work In Place
Direct Owner
Purchase
Total
Current Work
Current Work In Place $395,999.13 $0.00 $395,999.13
Less Current Retainage Held $0.00 $0.00 $0.00
Net Amount Due $395,999.13 $0.00 $395,999.13