HomeMy WebLinkAbout11/2/2017 DMCC Board of Directors Meeting - Agenda and Meeting PacketDESTIN ATION
MEDICAL CENTER
CORPOR ATION
(DMCC)
BOARD OF DIRECTORS MEETING
9:30 A.M. THURSDAY, NOVEMBER 2, 2017
MAYO CIVIC CENTER - ROCHESTER
DESTINATION MEDICAL CENTER CORPORATION (DMCC)
BOARD MEETING
Thursday, November 2, 2017
9:30 A.M.
AGENDA
Page
I.Call to Order
II.Roll Call
III.Approval of Agenda……………………………………………………………………………………………………………………………………………….1
IV.Approval of Minutes: July 27, 2017……………………………………………………………………………………………………………………..3
V.Public Comment Period
VI.Chair’s Report
A.Resolution A: Commending Susan Park Rani…………………………………………………………7
VII.Project Updates (City of Rochester, EDA)
A.Status of Projects Receiving Prior Approval…………………………………………………………...9
1.Titan Hilton…………………………………………………………………………………………11
2.Alatus Project………………………………………………………………………………………13
3.Urban on First……………………………………………………………………………………...15
4.Mortenson at Discovery Square………………………………………………………………….17
B.Public Realm
1.Heart of the City……………………………………………………………………………………19
a.Chateau Theatre………………………………………………………………………………21
2.Saint Marys Place………………………………………………………………………………….23
3.Discovery Walk……………………………………………………………………………………..25
C.Transportation Update…………………………………………………………………………………….27
VIII.EDA Report
A.DMC Initiative Metrics…………………………………………………………………………………….31
IX.2018 DMCC Funding Request to City
A.DMCC Budget…………………………………………………………………………………………….53
B.EDA Budget and Workplan………………………………………………………………………………55
C.Capital Improvement Plan………………………………………………………………………………..71
D.Working Capital Loan Extension………………………………………………………………………..75
Resolution B: Approving the 2018 DMCC Funding Request and Authorizing Transmittal…………………85
X.DMCC Insurance: League of Minnesota Cities Insurance Trust (LMCIT) Waiver……………………………..87
XI.DMCC 2017 Budget: Year to Date Update………………………………………………………………………………………………………….89
XII.DMCC 2018 Regular Meeting Schedule
Resolution C: Approval of 2018 Regular Meeting Schedule……………………………………………………………………………..97
XIII.Meeting Schedule:
A.Next Regular Meeting: March 22, 2018 at 9:30 A.M.
B.Next Executive Committee Meeting: February 8, 2018 at 9:30 a.m.
XIV.Adjournment
DESTINATION MEDICAL CENTER CORPORATION
(DMCC) BOARD MEETING
Thursday, July 27, 2017
9:30 A.M.
MINUTES
I.Call to Order. Acting Chair R.T. Rybak called the meeting to order at 9:30 a.m. at the Mayo Civic Center,
Suite 111, located at 30 Civic Center Drive SE, Rochester, MN 55904.
II.Roll Call. In attendance were Vice Chair R.T. Rybak, Council Member Mark Hickey, Jim Campbell, Mayor
Ardell Brede, Michael Dougherty and Susan Park Rani.
III.Approval of Agenda.
IV.Approval of Minutes: April 27, 2017. Mayor Brede moved approval of the Minutes of the meeting held on
April 27, 2017. Mr. Campbell seconded.
Ayes (6), Nays (0), Motion carried.
V.Public Comment Period. Chair Rybak invited members of the public to provide comment.
Tanya Ragan, resident of Rochester, spoke regarding historic preservation and possible rehabilitation or
renovation options related to the former Traveler’s Hotel.
Paula Hardin, resident of Rochester, suggested boundary modifications to accommodate a new public
library on City-owned property at the corner of 41st Street NW and West River Road, citing parking
availability and cost, as well as ADA compliance concerns.
VI.Chair’s Report.
A. Executive Committee Report. The Executive Committee met on May 24, 2017. The committee
members, joined by Mayor Brede, approved the 2016 audit and the pursuit of trademark
protection for “Discovery Square.”
B.Transportation Work Session. On June 14, 2017, members of the DMCC and EDA boards of
directors, the Olmsted County Board of Commissioners, and the Rochester City Council, met
jointly to review the integrated transit studies (ITS) scenarios. SRF Consulting program manager
Ken Holte offered comments to the Board, noting that the session was meant to elicit additional
input following a May 30, 2017 public open house.
A third work session will likely be scheduled for late September or early October 2017. The ITS
team will determine its final ITS recommendations in early September, followed by DMCC and
Rochester City Council review. A final report, to include cost and phasing estimates, will be
submitted in early 2018.
Mayor Brede asked whether elevated transit solutions are still being considered. Mr. Holte replied
that elevated autonomous vehicle options are still in the transit scenarios. Chair Rybak stated
that the June 14 work session included discussions regarding addressing multiple downtown
points of entry, easing “pinch points,” and addressing biking and walking challenges.
C.2018 Budget Review Workgroup and Timeline. Chair Rybak asked for volunteers to examine the
2018 budget. Mr. Dougherty, Mr. Campbell and Council Member Hickey indicated their
willingness to participate, along with Commissioner Bier. The DMCC will request a budget
submission extension from the City of Rochester to allow the DMCC to consider the 2018 Funding
Request at its meeting on November 2, 2017.
D.DEED Certification. The Minnesota Department of Employment and Economic Development
(DEED) certified the 2016 DMC private investment expenditures, which brought the cumulative
private investment total to more than $297 Million. DEED will be transferring more than $2.68
Million in state aid to the City of Rochester in September 2017. Chair Rybak stated that the state
investment is a validation of the DMC initiative’s momentum. Mayor Brede noted that the amount
of state aid will continue to grow year-over-year as private investment continues to occur in the
DMC district.
E.City of Rochester Reimbursement Resolution. The Rochester City Council recently approved a
resolution providing for the replenishment of the city flood control account for funds used in DMC
start-up activities. Chair Rybak noted the importance of understanding the flow of public funding
as well as recognizing and prioritizing the projects and programs that could be supported with
state funding.
VII.DMCC Form 990; Annual Charitable Organization Report. Craig Popenhagen of CliftonLarsonAllen
provided the report on the DMCC’s 2016 IRS Form 990 and the Minnesota State Charitable Organization
Report. The Form 990 has a filing deadline of November 15, 2017. The Minnesota Charitable Organization
Annual Report will be filed with the State of Minnesota Attorney General’s office. Mr. Popenhagen reported
that a current nonprofit corporation annual registration is on file at the Minnesota Secretary of State’s office;
however, a renewal must be completed by the DMCC by the end of 2017.
Resolution A: Approving the 2017 State of Minnesota Charitable Organization Annual Report and 2016
Form 990. Mayor Brede moved approval. Mr. Dougherty seconded.
Ayes (6), Nays (0), Motion carried.
VIII.Project Approval: Mortenson Phase 1 Discovery Square Development Project. Lisa Clarke, EDA Executive
Director, Terry Spaeth, City of Rochester Redevelopment Director, and Patrick Seeb, EDA Economic
Development and Placemaking Director, presented the recommendation for approval.
Chair Rybak mentioned the importance of brand identity and questioned whether the constructed building
will be known as the “Mortenson” building and proposed that the development be used to showcase the
“Discovery Square” brand. Mr. Seeb replied that the finished building will have a name and that the
subdistrict will continue to be known as Discovery Square.
Chair Rybak asked if any issues exist between the DMC goal to create a life science research building and
the private investment partners’ goal to secure tenants that are able to pay market rate rent. Jeremy Jacobs,
Development Executive for Mortenson Co., joined Mr. Seeb and Mr. Spaeth to inform the Board that
Mortenson is actively pursuing synergistic tenants for this development
Mr. Seeb stated that the approximately $35 million project will increase the annual property tax revenue
from approximately $68,000 to $468,000. Public investment in the proposed building will support market
activity that otherwise could not occur and that will encourage additional adjacent private development.
The project will achieve significant energy and sustainability goals, including operating at twenty percent
under ASHRAE 90.1 2010, and Mortenson will pursue LEED certification. Council Member Hickey inquired
about the energy savings payback period. Kevin Bright, the City-EDA Energy and Sustainability Director,
responded: the simple payback period is approximately ten years.
Ms. Park Rani asked if the project team considered the ongoing transportation planning efforts when
developing the project plan. Mr. Seeb indicated that the team had done so, including a review of the
proposed circulator and city loop routes.
Mr. Jacobs described the project as a series of leaps of faith premised on the advancement of a new life
science economy in Rochester that can put science on display and promote Discovery Square.
Chair Rybak asked Mr. Jacobs about the extraordinary aspects of this project that necessitate public
investment. Mr. Jacobs noted that the aspirational goals of the project can reflect negatively on the project
pro forma, limiting potential private investors. Public funding removed some of those limitations, and Mr.
Jacobs went on to describe several existing examples of public-private funding partnerships.
Resolution B: Approving the Mortenson Phase 1 Discovery Square Development Project, with
Conditions. General Counsel Kathleen Lamb noted that revised resolutions, EDA reports, and
City memoranda were provided to the Board immediately prior to the meeting. The materials
include the updated TIF request. Mr. Dougherty moved approval. Mr. Campbell seconded.
Ayes (6), Nays (0), Motion carried.
IX.Project Update (City of Rochester, EDA).
A. Project Updates.
1. Urban on First. Mr. Seeb stated that the $38 Million project, which is conditionally approved
to receive $3.8 million in TIF, continues to make progress. The project was approved by
the DMCC Board in February 2017 and by the Rochester City Council in March. Schematic
design, financing progress, and entitlement and permitting continues. Groundbreaking is
scheduled to occur in late 2017.
Mr. Campbell requested the EDA staff provide an update on project financing at the
November 2017 DMCC meeting. Mr. Dougherty concurred.
2. Titan Hilton. The Titan Hilton project broke ground in December 2016. Presently, more than
fifty employees work on the construction site, a figure that will increase to more than 300
workers as construction progresses. Mr. Spaeth noted that the adjacent City-owned
parking ramp is being built to accommodate additional development atop the parking
structure. The City of Rochester has issued a request for proposal for air rights additional
development. A portion of the ramp will be assigned to the Titan Hilton.
3.Alatus Project. Mr. Seeb reported that Alatus’ 347-unit apartment building will be
constructed immediately west of Mayo Clinic Hospital Saint Marys Campus. Property
acquisition continues, schematic design is complete, and design development is fifty
percent complete. Financing is expected to close in September 2017. Excavation will begin
in October 2017.
B.Public Realm Updates.
1. Heart of the City. Shane Coen of Coen+Partners and Jon Buggy of RSP Architects
presented the Heart of the City public realm phasing and design update. Mr. Buggy noted
the good community participation in the public realm development. Mr. Dougherty stressed
the importance of capitalizing on the renovation of the Chateau Theatre and the
engagement of downtown property owners to realize the vision of Heart of the City.
Mr. Buggy reported that RSP Architects is completing schematic design and described the
benefits of investment in public space. Mr. Coen stated that a vision statement has been
created for Heart of the City. The Heart of the City design process focused on several
elements: Second Avenue; First Avenue and the alleys; Peace Plaza; Theatre Square; and
public art.
Mr. Buggy detailed the cost estimate for the Heart of the City public realm, which totals
more than $46 Million including contingency. On a cost-per-square-foot basis, the public
space redesign is comparable to similar projects across the nation. Operations and
maintenance costs were also calculated: annual earned and contributed income as well
the value capture, were considered, and it was determined that ongoing public support
would be needed for operations and maintenance. Other recommendations include that
the city parks and recreation department continue to care for the space; the Rochester
Downtown Alliance should have access to additional resources to properly program the
space; that a clear governance structure should be put in place to manage construction
and operations; and that the redevelopment should occur as a one-time, multiple-phase
project. Budget, scope and schedule are due by the end of 2017, design development
could begin in 2018 with a construction start in late 2019.
Mr. Campbell complimented the team’s work and Chair Rybak stated that a greater sense
of “place” was created than he expected. Chair Rybak also suggested that a single but
phased project would likely result in less disruption to adjacent businesses and encouraged
the development team to move ahead quickly. Chair Rybak, questioned why a skyway-to-
ground-level connection was not demonstrated. Mr. Seeb noted that the easement
restriction held by Kahler Hospitality Group (KHG) limits changes to that area of the plaza.
Chateau Theatre. Mr. Seeb stated the importance of integrating the renovation of the
historic Chateau Theatre with the redevelopment and renovation of adjacent properties
and the Heart of the City public realm. Operating and governance plans are being
considered. Mr. Campbell stated that he would like to see more frequent uses during this
interim period.
2.Saint Marys Place. Mr. Seeb reported that possible prototyping will occur in Saint Marys
Place, and community and City Council updates will occur. A more in-depth report will be
submitted to the DMCC Board in November 2017. Chair Rybak suggested that wayfinding
tools, like pavement treatments and landscaping, could be used to connect the subdistricts.
X.EDA Report.
A. Marketing Metrics. Ms. Clarke noted that the DMC marketing campaign has been active for two
months and seeks to garner national attention for the DMC initiative. Presently, the media
campaign seeks to drive traffic to www.dmc.mn. Marketing is targeted to life science, investment,
and development audiences. June 2017 was the highest web traffic month to-date, likely due to
the BIO International conference and the introduction of the DMC Storyteller videos. San Diego,
CA, was the highest originating location for web visitors in June, the first month ever when
Rochester, MN was not the number one location. Delta Sky magazine and NPR are providing
national coverage.
Relationship marketing continues to be the most effective tool for promoting DMC. In Q2 2017,
EDA staff held fifty-three private investor meetings, including visits with five international
audiences. Regional and statewide partners like Medical Alley Association and DEED continue
to assist in identifying audiences for DMC.
B.Energy Integration Group Update. Mr. Bright presented the energy update. Mr. Bright described
some of the more ambitious DMC energy goals, including greenhouse gas reductions, water
performance goals, and an overall DMC district energy reduction of twenty-five percent below
2010 levels by 2030. Development in the DMC District makes such a goal more difficult to
achieve, so reducing existing energy usage while setting policies that encourage energy-efficient
new development will be necessary. Mr. Bright is also working with the City of Rochester to
reduce energy consumption in its current building stock.
XI.DMCC 2017 Budget: Year to Date Update. Chair Rybak noted that the financials are in the Board packet.
XII.Meeting Schedule. Chair Rybak reminded the Board that an additional transportation work session will
likely be held in late September or early October 2017.
A.Next Regular Meeting: November 2, 2017 at 9:30 A.M.
XIII.Adjournment. Chair Rybak adjourned the meeting.
1064469-4.DOCX
A.
DESTINATION MEDICAL CENTER CORPORATION
RESOLUTION NO. ___-2017
Commending Susan Park Rani and Expressing Gratitude for Her Service to the
Destination Medical Center Corporation
BACKGROUND RECITALS
Whereas, Susan Park Rani was appointed by Governor Mark Dayton to serve as one of
the inaugural members on the newly established Destination Medical Center Corporation Board
of Directors (the “Board”), and reappointed in 2017; and
Whereas, from the first meeting of the Board on August 9, 2013, Ms. Park Rani has been
extremely engaged in the establishment of Board policies and procedures, with a particular focus
on good governance and best practices for the Board; and
Whereas, by virtue of Ms. Park Rani’s rich background and experiences, including her
tenure as founder and President of Rani Engineering; her memberships on the Boards of
Directors of the American Council of Engineering Companies – Minnesota, and the Saint Paul
Area Chamber of Commerce; her membership on the Board of Trustees of the University of
Minnesota Foundation; and her myriad other directorships and lifetime activities, Ms. Park Rani
has offered to the Board a valuable perspective on leadership and stewardship; and
Whereas, Ms. Park Rani has been instrumental in the deliberations and refinement of the
Development Plan for the Destination Medical Center initiative, and in framing the Board’s
priorities in these areas: Discovery Square, Heart of the City, and transportation initiatives; and
Whereas, Ms. Park Rani’s commitment to the citizens of Rochester and to the State of
Minnesota has been steadfast and well-reflected in her service to the Board, and her stewardship
of the Board’s mission and purpose has been unwavering.
RESOLUTION
NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center
Corporation Board of Directors that it commends Susan Park Rani for her service to the Board,
to the community and to the State of Minnesota.
BE IT FURTHER RESOLVED, that the Board expresses its gratitude to Ms. Park Rani
for her devotion of time and energy to the formation of the Board, for her leadership in helping
to establish priorities for the Board, for her engagement on issues and willingness to share
expertise, and for her resolute determination to make Rochester, Minnesota, America’s City for
Health.
1064321-3.DOCX
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Titan Hilton
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
After being one of the first two projects approved for DMC funding in spring 2015, the Titan Hilton hotel
broke ground in December 2016. The 20 story Hotel will feature 264 rooms, two ballrooms, a conference
center, dining, full-service spa, outdoor terrace and underground parking, as well as 21,000 square feet of
retail shops and dining.
On July 7, 2017, DMC EDA staff joined Titan Development and Investment, Harbor Bay Realty, Kraus-
Anderson, City of Rochester staff, and project investors on a tour of the site
Project Location: Southeast corner of the intersection of East Center Street and South Broadway Avenue.
Next Steps:
Project construction continues, with an expected hotel opening in 2019.
Alatus
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
The Alatus 2nd Street Development includes construction of an approximately 327,965 square foot,
thirteen-level commercial and residential complex. Approximately 13,500 square feet of commercial and
retail space will be on the ground floor along 2nd Street SW. In addition, approximately 7,500 square feet
will be dedicated office/retail space on the 2nd floor along 2nd Street SW. This proposed project will
include 347 market-rate rental apartments and townhome style units. The mixed use commercial and
residential complex will be supported by a below-grade, heated parking garage for residential and
commercial tenants.
Alatus has closed on the purchase of all of the properties associated with the project. It has begun
pollution remediation and demolition.
The City of Rochester property assessor has estimated that the proposed building will be worth
approximately $67,230,000 upon completion. The proposed development would redevelop 14 existing
parcels including: 2 motels; 5 single family homes; 1 surface parking lot; 3 vacant land parcels; and 1 vacant
single family home. Resident amenities include a fitness center, dog run, pool deck with grilling stations,
clubroom areas, a bike lounge and sky lounge terrace overlooking the 2nd Street Corridor and downtown
Rochester. The Proposed Project includes a site (RayMar Motel) that has been deemed Blighted by the City
of Rochester, thus qualifying the site as a “Redevelopment District.”
In December 2016, the DMC EDA Board of Directors acted unanimously in recommending the Alatus LLC
project to the DMCC as a Public Infrastructure Project, consistent with the DMC Development Plan. It
further recommended support in the amount of $10.5 million in city Tax Increment Financing.
Alatus has closed on the purchase of all of the properties associated with the project. It has begun
pollution remediation and demolition.
Project Location: Southwest corner of the intersection of Second Street SW and 14th Avenue SW.
Next Steps:
Construction is expected to begin in the fall of 2017. Project is expected to be completed in late 2019.
Urban on First
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
The Rochester 1st Ave Mixed-Use Development includes construction of an approximately 238,717 square
foot, six-story podium commercial and residential complex. Approximately 9,000 square feet of
commercial and retail space will be dedicated to the street level along 1st Avenue South. This Proposed
Project will include 156 market-rate rental apartment units. The mixed use commercial and residential
complex will be supported by a below-grade and above-grade, tempered parking garages for residential
vehicles. The proposed development would redevelop 2 existing parcels including an underutilized surface
parking lot. The proposed unit mix on the residential levels is to have 48 alcove, 59 one-bedroom, 49 two-
bedroom apartment units. The interior amenity package for use by all residents will include a fitness
Center, on-demand fitness trainer and gym, club room with demonstration kitchen, premium bike valet
storage area with bike repair stations and replacement parts, dog wash and secured, tempered garage
parking. Exterior amenities will include two separate and distinct outdoor amenity decks at level 2 which
will include a pool/hot tub, outdoor kitchen and barbeque, seating areas, green roofs, fire pits, stunning
views of downtown Rochester and the Zumbro River. Additionally a level 6 “resident overlook” terrace will
provide residents with views of the greater surrounding area.
On January 12, 2017, the DMC EDA Board of Directors acted unanimously in recommending the Titan-
OPUS project to the DMCC as a Public Infrastructure Project, consistent with the DMC Development Plan.
It further recommended support in the amount of $3.8 million in city Tax Increment Financing.
At its January 2017 meeting, the DMCC approved the funding request upon the condition that proof of
financing be provided to the DMCC board of directors.
Project location: Currently a parking lot bounded by First Avenue South and South Broadway Avenue,
between Fourth Street SW and Sixth Street SW.
Next Steps:
Opus expects to close on its financing in November 2017 and commence construction immediately
thereafter.
Opus Development Company, L.L.C. | 10350 Bren Road West, Minnetonka, MN 55343 | 952.656.4444 | www.opus-group.com
October 23, 2017
DMCC Executive Committee
Attn: Lt Gov. Tina Smith
Rosa Parks Pavilion
195 S Broadway
Rochester, MN 55904
RE: Opus/Titan Rochester Mixed Use Project Update
Ladies and Gentleman:
The Opus/Titan partnership continues to work diligently toward a ground breaking of our mixed
use project in the Discovery Square district of the DMC. This includes significant progress on design,
permits, approvals and finalization of the capital structure for the project. The team has been asked
to provide information on these efforts.
The design process has continued over the last four months and the project team is in a
position to submit for a grading permit. The team will follow a phased permitting process with
additional plan submittals for foundation and building permit. These submittals will occur after ground
breaking in early 2018.
The Opus/Titan team selected an institutional equity investor to partner with on the project.
That group has visited the site and completed their required internal approvals. Opus and Titan are in
final negotiations of a joint venture agreement with this investor.
A lender that has worked extensively with both Opus and Titan has been selected for the
project and has received all required loan committee approvals to move forward. Loan documents
are being finalized by all parties.
The City of Rochester via the City Council EDA has approved extensions of the Development
Assistance Agreement to the spring of 2018.
All of these efforts are driving toward a project commencement and ground breaking to occur
by January 15, 2018.
If you have questions please do not hesitate to reach out to me.
Best regards,
Matthew G. Rauenhorst
Vice President, Opus Development Company, L.L.C.
Cc:
Andy Chafoulias, Mark Steege, Brian Moser
Lisa Clarke, Patrick Seeb
Mortenson at Discovery Square
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
Mortenson will construct a Bioscience Building that will be the first research building within Discovery
Square. The building will include lab, office, collaborative and, potentially, retail spaces. Currently, the
building is rendered to be approximately 89,000 gross square feet, or 80,000 rentable square feet. Mayo
Clinic will lease 30,000 rentable square feet of the building. The remaining 50,000 rentable square feet are
being marketed to educators and to small, medium and large size companies whose presence within the
building will help accomplish the mission of Discovery Square, which is to accelerate the translation of
medicine from bench to bedside. Discovery Square Phase 1 will be new construction. Currently, the majority
of the site is comprised of surface parking. A Mayo-owned building is occupied on the southwest corner of
the site at 428 3rd Ave Southwest.
With Mayo Clinic as the anchor tenant, Phase 1 will create a tremendous long-term presence for the site,
provide a new home for a diverse set of tenants that will grow the local economy, and be a significant
addition to the City’s tax base. Phase 1 will include the infrastructure required to absorb biomedical and life
science tenants. Without Phase 1, the market lacks the infrastructure required to attract and retain tenants
that need lab space to grow their business and collaborate alongside of Mayo Clinic.
Mortenson submitted a Joint Funding Application on May 15, 2017. Mortenson hosted an Open House on
July 18, 2017 that welcomed the neighborhoods near the project site and those in the public wanting to
know more about the project. The DMC EDA report and recommendation for Joint Funding was brought
forward and approved by both the DMC EDA Board and the DMC Corporation Board in July, 2017. The
project was approved at City Council on August 7, 2017.
Project Location: Northern half of the 400 block of Second Avenue SW.
Next Steps:
Mortenson and DMC are hosting a ground breaking event on November 2, 2017.
Heart of the City
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
The RSP-led design team has completed the Schematic Design for Heart of the City. It has been received by the
Community Advisory Group, DMC EDA, DMCC, and City Council.
Subsequent discussion has focused on questions about project phasing, financing, on-going management and
operations.
Next Steps:
Integration of project design with Chateau Theatre, Wells Fargo, and Titan/Harbor Bay
Determine project priorities/phasing, and construction timetable
Identify and secure funding streams and financing strategy
Develop governance, management, and operations program
Chateau Theatre
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
Following DMCC support in 2015, the City of Rochester closed on the acquisition of the Chateau Theatre in
January 2016. The purchase price was approximately $6 million.
Subsequently, the Chateau Theatre Re-Use Task Force was formed, chaired by Mayor Brede. Its role was
to review and recommend strategies. A consultant, Miller Dunwiddie, was hired to study the feasibility of
redeveloping the venue as a multi-purpose performing arts center. Miller Dunwiddie is an architectural
design firm with extensive experience in historic renovation; it added a market analysis firm to their team,
Webb Management, for the project. Webb’s role was to review market demand and propose a business,
governance, and operating model.
In October 2016, the Task Force received a report from the consultant that concluded there is a demand
for a multi-purpose performing arts center and that a $25 million capital investment would be required in
order to make the facility functional. Furthermore, the consultant presented a business, governance, and
operating model whereby the City would own and operate the facility, generate earned and contributed
income, with the support of a non-profit support organization.
The report was submitted to City Council. It recommended that there needed to be additional exploration
of the fit between this project and adjacent development and further study of the business plan.
There have been subsequent discussions with adjacent property owners to discuss the potential fit
between the Chateau Theatre redevelopment and their own development plans. Discussions have
focused on program considerations, site considerations, and construction timing.
In September 2017, the Chateau Theatre Reuse Task Force formally recommended the renovation of
Chateau Theatre as a multipurpose performing arts center and that it be adopted by the DMCC as a public
infrastructure project, with an understanding that the DMCC will want to see resolution of the following
outstanding issues:
-Strategy to diversify capital funding sources
-Sustainable ongoing management, programming, and operations plan
-Relationship to adjacent development
-Plans for interim use and activation
Project Location: 15 1st Street SW
Next Steps:
DMC EDA staff working with Ryan Companies and City on options for integrated redevelopment of the
Well Fargo building and Chateau Theatre
DMC EDA and DMCC to consider Task Force recommendation, including consideration of CIP commitment
in 2018.
DMC EDA to work with the City on alternative funding models and interim use opportunities.
Saint Marys Place
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 25, 2017
Overview:
The public design process for Saint Marys Place sub-district public realm began in 2016 and resulted in
a design concept that was presented in City Council on October 2nd, 2017. The concept is organized in
four distinct elements:
Protected Passages (subway and arcades)
Active and Connected Places (Plazas, Alleys, Crosswalks)
Streets for People (Protected bikeways, shared streets)
District Identity (Public Art and District Branding)
Next Steps:
Application of these design concepts with upcoming projects such as 2nd Street reconstruction and
private development;
Prototyping/temporary demonstrations of project ideas;
Consider CIP for street banners, street furniture, and district identity.
Discovery Walk
To: DMC Corporation Board of Directors
From: DMC EDA Staff
Date: October 13, 2017
Overview:
The RSP-led design team has been retained to design Discovery Walk, which is the public realm along the 2nd
Avenue corridor from 2nd Street south to 6th Street (Soldiers Field). Kick-off meeting was held on October 13th,
involving Mayo Clinic, City of Rochester, Mortenson, and DMC.
Next Steps:
-Design process to inform the redesign of 4th Street;
-Schematic Design to be completed by the end of 2017 or 1st quarter 2018;
-Impact on CIP TBD.
J8614 | Transportation & Infrastructure Program Management | City of Rochester
Analysis of 4 ITS Study Scenarios is largely complete:
Parking:
16,000 parking spaces are needed to address projected employment and activity
growth.
Approximately 4000 spaces will be needed for customer, visitor and patient parking
growth and this should be accommodated in the District .
Approximately 3000 spaces will be needed to handle future residential growth in the
District.
Approximately 9000 spaces will be needed for future employment growth and those
spaces to the greatest extend possible need to be located outside of downtown to
provide sufficient patient/visitor parking downtown and avoid severe congestion during
peak travel times. Many existing employee parking spaces will transition to parking for
patients/visitors over the next 20 years.
Three locations have been identified as potential priority sites for 6000-7000 structured
parking spaces on the periphery of the District; these include a site along or over TH 14
west of TH 52; future redevelopment of the K-Mart site south of downtown, and the
County Fairgrounds.
Approximately 2000 to 3000 spaces would be located in an expanded remote park and
ride network nearer the edge of the urban area; one example that has been recently
added and in service is 700 spaces at the University Center on the east side of the city.
Conversations are ongoing with Mayo staff about how best to address parking needs for
patients, visitors, and employees.
For all downtown employers, expansion of travel demand management measures such
as employer provided bus passes or preferential carpool parking should be emphasized
to minimize growth in employee parking demand.
Transit:
Transit Circulator
o Ridership forecasts project a potential transit circulator market of up to 25,000
rides per day.
o For each of the four scenarios, approximately 1/3 of the weekday transit rides
are related to downtown activity (Mayo -St Mary’s and general downtown
employee / visitor circulation) and 2/3 of the weekday transit rides are related to
moving employees from peripheral parking to downtown work sites.
o Capital costs for a circulator range from an estimated $90 million for a Bus Rapid
Transit (BRT) type service to $265 million for a rail type service to $490 million to
an elevated system. This includes costs of transit way and vehicles.
DMCC BOARD UPDATE: NOV 2 2017
DMCC BOARD UPDATE: NOV 2 2017 | City of Rochester |Program Management
o Team is finalizing analysis of at the effectiveness of serving the 3 transit markets
(commuter, Mayo intercampus, and downtown circulator) independently versus
merged service, and effects relative to operational costs and service plans.
o IBM and Local Motors (manufacturer of Ollie autonomous bus) have teamed to
pursue an autonomous vehicle pilot project for Rochester; they are working with
staff to identify a potential route in downtown. This could potentially
supplement the circulator route, connecting key locations not within a block or
two of a fixed guideway circulator service.
Regional Commuter Bus
o Discussions have been held with Mayo regarding changing the drop-off, pickup
and layover function of the regional commuter bus network.
o Layover function of vehicles during the day will likely occur at the peripheral
parking reservoirs or Mayo parking lots within the DMC District.
o Employee drop-off in the morning will likely still occur in the District at or near
St. Marys and the Mayo / Gonda Buildings, but consideration is being given to
require employees to use the circulator to reach parked commuter bus vehicles
at the peripheral parking locations at the end of their workshift .
Remote Park and Ride Service
o Remote park and ride lots could be served with a combination of express bus
and future Bus Rapid Transit service.
Street Use:
With the large number of transit service vehicles converging in downtown (Circulator,
Regional Commuter Bus, Park and Ride Express, Future PTN Bus Rapid Transit), the
repurposing of two lanes on 2nd St South for transit use is being evaluated. This would
occur, if determined to be needed, from the St Marys area to the Government Center
area at a minimum.
With a large parking reservoir (anticipated capacity of 4000 spaces) along or over TH 14
west of 52, a dedicated transit way in the median of TH 14 coming into the District is
being evaluated. As part of a transit way project improvements to the TH 14 / TH 52
interchange would be needed including replacement of at-grade left turn crossovers on
TH 14 with flyover entrance ramps to northbound and southbound TH 52.
Through work being led by the EDA a backbone of pedestrian oriented streets (Heart of
the City and Discovery Walk) is being planned along with the City Loop facility which
would be supplemented by a limited number of other shared street corridors where
pedestrians would be given high priority, such as 1st St SE leading to the Mayo Civic
Center and a 1st Ave SW “Main Street” and 3rd Street SW from the river to 4th.
A limited set of streets have been identified as primary bicycle travel corridors which
would be developed with a mixture of protected and unprotected facilities to create a
connected network of bike facilities to facilitate bike movements throughout downtown
for users of different abilities and provide last block connections from the River Trails
system and City Loop to key destinations in the District.
DMCC BOARD UPDATE: NOV 2 2017 | City of Rochester |Program Management
Effects of changes to street network resulting from transit and bike lanes has been
examined – an additional lane on Civic Center Drive may be warranted as well as minor
intersection improvements, but no significant concerns have been identified assuming
mode shift targets are met.
City Loop:
Route options are being field studied to determine best routing options given existing
street right of way widths and roadway context (driveways, on street parking, boulevard
plantings, crossing safety, etc.).
Close coordination is occurring with Heart of the City, Discovery Walk and 4 th Street
Reconstruction planning.
Certain segments of the City Loop on the east side of downtown are anticipated to be
first developed with interim facilities until the City can secure the active spurline
railroad right of way which would permit development of the ultimate Cultural Crescent
corridor.
Approximately a half dozen locations along the corridor have been identified for
potential development as areas where pedestrians such as medical patients could enjoy
quiet rest stops along their walk.
Travel Demand Management:
The City has been working with the consultants and a committee of downtown
stakeholders to structure a framework for the future delivery of travel services that
would provide alternatives to private single occupant vehicle commuting .
A Transportation Management Association framework has been identified that will have
the TMA organized initially as a city managed entity until support for TDM services
among employers can grow.
Two (2) Pilot Travel Demand Management (TDM) have been completed; one with City
employees that work downtown and the other with HGA employees. Results will be
used to help shape the Downtown Rochester TDM Program.
An interim TMA manager has been selected as part of the consultant contract to begin
work on establishing a menu of services to offer employers and their employees.
A Request for Proposals is being finalized to select of software development company to
build a user-friendly travel and trip matching web based software platform.
Cost Estimates/Funding:
Preliminary concept level cost estimates for the four (4) ITS scenarios range from $400m
to $1 billion dollars; anticipated cost for recommended alternative will likely be in the
middle of that range.
DMCC BOARD UPDATE: NOV 2 2017 | City of Rochester |Program Management
Potential funding sources are being identified. At this time, it is anticipated that there
will be a public funding gap that will need to be addressed. Private funding
commitments remain uncertain.
ITS Team and City Staff are currently developing a recommended “hybrid” comprised of
elements from the four scenarios. We anticipate technical analysis of this recommendation
(including cost estimate) will be complete by the end of November. Documentation and
presentation materials will be completed in December for presentation in January 2018.
J8614_RPT_DMCC_Update 20171102.doc
DMCC BOARD UPDATE: NOV 2 2017
Goal 1. Create a comprehensive strategic plan with a compelling vision that harnesses the
energy and creativity of the entire community.
Goal 2. Leverage the public investment ($585 million) to attract more than $5 billion in
private investment to Rochester and the region.
Goal 3. Create approximately 30,000 new jobs, with workforce development strategies
that support growth.
Goal 4. Generate approximately $7.5-8.0 billion in new net tax revenue over 35 years.
Goal 5. Achieve the highest quality experience for patients, companions, visitors,
employees, and residents, now and in the future.
DMC Development Plan
Goal Dashboard 10/25/2017
Goal 1. Create a comprehensive strategic
plan.
DMC Development Plan-April 2015
UMR Campus Master Plan- September 2014
Sustainable Energy Options- December 2015
Discovery Square Project Plan- January 2016
Mayo Clinic Five-Year Plan- November 2016
Chateau Theatre proposal- November 2016
DMC District Design Guidelines- June 2017
Heart of the City Public Realm- July 2017
Saint Marys Place Public Realm- October 2017
Goal 2. Leverage the public investment to attract
more than $5 billion in private investment.
Approved Development Square Footage to Date
• Phase 1 (2015-2020) Targets project 2.7
million square feet in space by 2020.
• Through October 2017, the City of
Rochester and the DMC initiative have
approved projects of nearly 1.8 million
square feet.
• In terms of percentages, the initiative has
achieved approximately 66% of the
progress to its Phase 1 goal, and in terms of timing the DMC initiative is just over 50% of the way
through Phase 1.
1,798,520
2,773,353
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
Actual Phase 1 Targets
Approved Development to Phase 1
Targets (SF)
Goal 2 Continued
Green Pins are DMC Funded Projects
Approved Development by Space Type
• With approximately 50% of Phase 1
remaining, secured projects (green)
generally validate the growth
projections estimated in the DMC
• Development Plan Hotel and
apartment metrics are shown in
subsequent graphs.
Hotel and Apartment Units Compared to Phase 1 and 2 Targets
• Current approved, constructed or completed apartment unit projects are surpassing totals of
Phase 1 and approaching Phase 2 projections.
• Based on the market projections in
the DMC plan, there is room for
some additional apartment units
and more hotel rooms.
• Phase 1 and 2 were included in this
graph because there are multiple
projects that will not be fully
completed until phase 2.
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
Approved Development to Date Compared to Phase 1
Targets
Actual Phase 1 Targets
010020030040050060070080090010001100
Apartment
Units (#)
Apt Unit
Targets
Hotel Units (#)Htl Unit
Targets
Approved Unit Comparison to Phase 1 & 2
(0-10 yrs)
Actual Phase 1 Targets Phase 2 Targets
Goal 2 Continued
Examples of
Estimated Construction Jobs
86,053
87,474
89,359
86,000
86,500
87,000
87,500
88,000
88,500
89,000
89,500
90,000
2014 2015 2016
Total Employment in Rochester, MN
1,421
Goal 3. Create approximately 30,000 new jobs.
(1,500 jobs/year)
Titan Hilton- 300
Alatus- 235
Mortenson-450
1,885
Titan/Opus - 102
Sources: DEED, Quarterly Census of Employment & Wages, Longitudinal Employer-Household Dynamics, U.S. Census Bureau
$34 $33
$36
$38
$32
$33
$34
$35
$36
$37
$38
$39
2013 2014 2015 2016
Mi
l
l
i
o
n
s
Local Property Tax (2013-2016)
$194
$199
$212
$190
$195
$200
$205
$210
$215
2013 2014 2015
Mi
l
l
i
o
n
s
County Property & Sales Tax Revenue (2013-2015)
$18,322,004$5,188,357
Goal 4. Generate approximately $7.5 - $8.0 billion in new net tax revenue.
Sub Goal: Local
Property Tax Revenue
Increase Over Baseline
by 2035 = $144 M
2014-2016 Local
Property Tax Revenue
increase over baseline
$6,854,579
Approx. 4.8% towards
Local Property Tax Goal
Sub Goal: County Property
& Sales Tax Revenue
Increase Over Baseline by
2035 = $218 M
2013-2015 County Property
& Sales Tax Revenue
increase over baseline
$23,510,361
Approx. 10.8% towards
County Property & Sales
Tax Goal
New net tax revenue includes: personal income tax, state sales & use tax, city property tax and
county property & sales tax. Below indicates that Rochester local property tax and county
property & sales tax revenue have increased 2013-2016.
Disclaimer: The data shown above are meant to demonstrate progress towards the net tax revenue goal but it should not be
interpreted that the DMC project is the sole reason for growth. An in-depth economic impact study will be completed to more
narrowly define progress moving forward.
Sources: MN Department of Revenue, Property Tax Division
Sources: MN Department of Revenue, Property Tax Division
Highlights about tools and programs designed to elevate the patient and visitor
experience include:
• Experience Accreditation Program
o Collaboration between Rochester Convention and Visitors Bureau (RCVB) and Mayo
Clinic to ensure highest quality customer service.
o RCVB collects an experience survey annually.
• Rochester Now App
o A wayfinding and accessing community resources tool (in testing phases).
o Primary partners Mayo Clinic, DMC and RCVB.
• Prototyping the Public Realm
o AIRGLOW- Test concepts from the Heart of the City design plan and gather
experience data. In partnership with Rochester Downtown Alliance (RDA).
o Porchfest- Plaza Street closure in Saint Marys Place subdistrict. Tested pedestrian
experience while collecting data.
• Entrepreneur Experience
o Collaborating on the following events in order to grow the entrepreneur ecosystem:
Global Entrepreneur Week; Startup Weekend; Walleye Tank (In partnership with
Collider).
Goal 5. Achieve the highest quality patient, companion, visitor,
employee, and resident experience.
2011 2011
'5$)7
10/13
DMC Metrics Dashboard Goals
Comprehensive Strategic Plan
Create a comprehensive strategic plan with a
compelling vision that harnesses the energy and
creativity of the entire community.
Attract Private Investment
Leverage the public investment to attract more
than $5 billion in private investment to Rochester
and the region.
Create Jobs & Generate
Tax Revenue
Strengthen the local economy.
Become the Destination for
Health & Wellness
Achieve the highest quality patient, companion,
visitor, employee, and resident experience, now
and in the future.
Destination Medical Center
DMC Metrics Dashboard 2017
1
2
3
4
Destination Medical Center (DMC) is a one-of-a-kind, $5.6 billion economic development initiative in
Rochester, Minnesota. It is the largest public-private partnership in state history, designed to position esigned to position
Minnesota as a global center for the highest quality medical care and to generate high-value jobs, new
tax revenue, and businesses.
The DMC Development plan was adopted in April 2015 and the Destination Medical Center Economic
'HYHORSPHQW$JHQF\ '0&('$ ZDVIRUPHGWRSURYLGHWKHVWDɝQJDQGVHUYLFHVWRVXSSRUWWKH
Destination Medical Center Corporation and to implement the DMC Development plan, working with
the City of Rochester.
DMC Mission
With Mayo Clinic at its heart, the Destination Medical Center (DMC) initiative is the catalyst to position
Rochester, Minnesota as the world’s premier destination for health and wellness; attracting people,
investment opportunities, and jobs to America’s City for Health and supporting the economic growth of
Minnesota, its bioscience sector, and beyond.
DMC Metrics Dashboard: Year 2
The DMC EDA has created the DMC Metrics Dashboard to follow a set of indicators that will
demonstrate the success of the mission and vision of the DMC initiative. The 2015 DMC Metrics
Dashboard provides baseline data from which to measure annual indicator changes. DMC EDA
retained Wilder Research on the creation and data population of the DMC Metrics Dashboard.
About the Dashboard
The DMC Metrics Dashboard uses a set of goals, outcomes, and indicators to showcase the impact
that the DMC initiative has on the DMC District, the City of Rochester, and the State of Minnesota
over time.
Goals: Five goals of the DMC Development Plan, which have been consolidated into four dashboard
goals for ease of data collection and reporting, are the foundation of the DMC Metrics Dashboard.
Outcomes:4XDQWLȴDEOHUHVXOWVWKDWZLOOGHPRQVWUDWHWKHDFKLHYHPHQWRIWKH'0&JRDOV
Indicators: Reliable data sources that will illustrate realization of the outcomes.
DRAFT 10/13/2017
Indicator 2013 2014 2015 2016 Geography
Baseline
Baseline
Data Source
Outcome: Rochester-area citizens are informed and engaged in on-going DMC planning
DMC Hosted Meetings and Events – – 48 51 City of Rochester,
DMC Newsletter Readership – 1,439 1,770 1,963 Local, State,
3UHVHQWDWLRQVE\'0&6WDDQG$PEDVVDGRUV &LW\RI5RFKHVWHU
Engagement Via Social Media and Web TBD TBD 39,200 105,791 Local, State, (Facebook & Twitter followers, website visitors)
Media Stories that mention DMC – – 157 522 Local, State,
Outcome:*RYHUQPHQWRɝFLDOVDUHLQIRUPHGDQGHQJDJHGLQRQJRLQJ'0&SODQQLQJ
Meetings with Rochester City Council, County
&RPPLVVLRQHUVDQGRWKHU6WDWH$JHQF\DQG2ɝFLDOV - - -55 Minnesota
Comprehensive Strategic Plan
Create a comprehensive strategic plan with a compelling vision that
harnesses the energy and creativity of the entire community
1GOAL
DMCC Board, Community Leaders, Market Rochester,
Prototyping, Saint Marys Place open house, Ribbon Cuttings
5,200 Facebook followers, 3,127 twitter followers and 97,464
website visitors
Attract Private Investment
Leverage the public investment to attract more than $5 billion in private
investment to Rochester and the region
2GOAL
Indicator 2013 2014 2015 2016 Geography
Outcome: Public support will be used to leverage more than $5.0B of Private Investors in DMC over time
Private Investment (annual amount) $10.3 M $54.5 M $87.6 M $145.3 M DMC District/Mayo
Outcome: $585.0 Million in contributions from the state and local governments over 20 years
City of Rochester Contribution $9.85 M 1.7 M DMC District
Outcome: Entrepreneurial activity increases
Number of Business Establishments in Discovery Square Subdistrict – – – TBD DMC District
Patent Filings by Mayo – 111 141 139 Olmsted County
Local news, State wide news, National news, International news
22.
22.
22.
22.
22.
22.
22.
19.
20.
23.
Region, State,
National
Region, State,
National
National,
International
National,
International
National,
International
Open rate is apx 36.5%. Industry average is 22.6%.
City of the Whole, Events, Minnesota Public Transit Conference,
World Medicine Tourism Conference ect.
Data Source
ng vision that
DMC Metrics Dashboard 2017
DRAFT 10/13/2017
Baseline
Outcome: Impactful Real Estate development will increase in DMC district
Health & Bio-Tech (square feet) – – 9.6 M TBD DMC District +Mayo
5HWDLO 2ɝFH VTXDUHIHHW 7%' 7%' 0 7%' &LW\RI5RFKHVWHU
Hotel (keys) 5,270 5,419 5,706 5,621 DMC District
Residential (units) TBD TBD 46,231 TBD City of Rochester
Outcome: New businesses are established in each DMC district
Chamber Business Members – – 1,495 1,511 Greater Rochester Area
New Business Establishments – – – TBD City of Rochester
112K Bio Business + Mayo 9,513,389 (as of 2011 5 year plan)
Chamber of Commerce (95% of businesses are
in Olmsted county)
Create Jobs and Generate Tax Revenue
Create approximately 30,000 new jobs, with workforce development
strategies that support that growth.
3GOAL
Outcome: Create approximately 30,000 new jobs in the Rochester area over 20 years
Total Employment 2.7 M 2.73 M 2.77 M TBD Minnesota
92,442 92,298 93,912 TBD Olmsted County
86,347 86,053 87,474 City of Rochester
37,585 36,823 TBD DMC District
Employment in Healthcare and Social Services 446,773 454,495 462,856 TBD Minnesota
40,681 40,266 41,216 TBD Olmsted County
40,247 39,830 40,808 TBD City of Rochester
30,398 29,837 TBD DMC District
Employment in Educational Services 218,394 218,950 221,721 TBD Minnesota
4,926 5,122 5,283 TBD Olmsted County
4,064 4,225 4,356 TBD City of Rochester
245 TBD TBD DMC District
Employment in Leisure and Hospitality 265,991 269,441 273,270 TBD Minnesota
8,083 8,309 8,697 TBD Olmsted County
7,609 7,799 8,208 TBD City of Rochester
2,193 2,138
TBD
TBD DMC District
(PSOR\PHQWLQ3URIHVVLRQDO6FLHQWLȴF and Technical Services 136,775 141,831 146,070 TBD Minnesota
1,632 1,558 1,478 TBD Olmsted County
1,532 1,460 1,379 TBD City of Rochester
500 469 364 TBD DMC District
Indicator 2013 2014
Indicator 2013 2014 2015 2016 Geography
19.
19.
9.
19.
21.
22.
1. 2. 16. 3.
1. 2. 16. 3.
1. 2. 16. 3.
1. 2. 16. 3.
1. 2. 16. 3.
Data Source
Data Source
DRAFT 10/13/2017
36,905
30,370
1,993
89,359
Outcome: Generate approximately $7.5 billion in new net tax revenue over 35 years
State Tax Revenues $15.3 B Minnesota
County Tax Revenues $606 M Olmsted County
City Tax Revenues City of Rochester
School District Tax Revenues City of Rochester
Become the Destination for Health & Wellness
Achieve the highest quality patient, companion, visitor, employee, and
resident experience, now and in the future
4GOAL
Outcome: More people visit Rochester
Annual Total of Hotel Stays (rooms booked) 1.2 M 1.23 M 1.29 M 1.31 M City of Rochester
Average Hotel Occupancy
(percent of available rooms booked) 62.4% 62.1% 61.9% 62.6% City of Rochester
Number of Rooms Available to Rent 5,272 5,419 5,706 5,621 City of Rochester
Number of Convention Center Events 335 367 274 262 City of Rochester
Number of Convention Center Attendees 337,752 303,087 288,603 295,000 City of Rochester
Number of “National Patients” 116,751 115,964 117,993 119,506 DMC District
Baseline
7. 8.
7. 8.
7. 8.
7. 8.
9.
9.
9.
9.
9.
Data Source
Outcome: Create approximately 30,000 new jobs in the Rochester area over 20 years
Employment in Construction 107,364 114,180 121,729 TBD Minnesota
3,154 3,363 3,488
2,212 2,301 2,362 TBD City of Rochester
226 228 187 TBD DMC District
Construction MBE Goals – – – – DMC District
(VWDEOLVKHG%XVLQHVV:LWK6DWHOOLWH2ɝFHVȂȂȂȂ '0&'LVWULFW
Number of Higher Education Students (2 year and 4 year institutions) 10,963 11,086 10,470 TBD City of Rochester
Number of Workforce Development Programs – – 12 12 City of Rochester
Programs: RochesterWorks, Rochester Area Chamber of
Commerce, DEED, SMIF, SE MN Together, J2G, CEDA Education
Minnesota Department of Revenue
Minnesota Department of Revenue
(National: Patients from outside of a 120 mile radius)
Indicator 2013 2014
Indicator 2013 2014 2015 2016 Geography
1. 2. 16. 3.
22.
22.
4. 5. 6.
22.
23.
Data Source
h
2015
DRAFT 10/13/2017
$627 M
$16.2 B
$199 M $191 M
$16.9 B
$663 M
$211 M
TBD
TBD
TBD
$49.5M $37 M $37.1 M $40.8 M
District NTC Levy + District RMV Levy
Outcome: Increase recreational and leisure opportunities
Arts and Culture Events 698 790 893 782 City of Rochester
Arts and Culture Event Attendees 466,212 358,156 494,376 367,000
Sporting Events 72 73 80 81 City of Rochester
Sporting Event Attendees 112,100 118,900 114,550 135,000 City of Rochester
Outdoor Recreation: Number of Parks – – – 130 City of Rochester
– – – TBD DMC District
Outdoor Recreation: Park Acreage – – – 4,360 City of Rochester
– – – TBD DMC District
Outdoor Cafes in the DMC District – – 25 25 DMC District
9.
9.
9.
9.
10.
10.
22.
11. 12.
Data Source
Outcome: Create a healthier environment for residents, patients, and visitors
Obesity Rate 28% – 28% – Olmsted County
Diabetes Rate 12.9% 13.1% TBD TBD Olmsted County
Vaccination Rate (Childhood Vaccination Series) 82% 82% TBD TBD Olmsted County
Number of Park & Rec Activities (or programs) – – – 83 City of Rochester
Number Participating in Park and Rec Activities – – – 1.9 M City of Rochester
Bike trails/road supported bike lanes (miles) – – – 132 City of Rochester
Percentage of Days Air Quality is “Good” 70% 77% 80% TBD Olmsted County
Energy from Renewable Hydro Sources (Mega Watt Hours) 12,947 12,749 12,835 TBD City of Rochester
Energy from Renewable Photovoltaic Sources: 24 33 56 TBD City of Rochester
Net Metering Customers
Energy from Renewable Wind Sources: 0.003 0.003 0.003 TBD City of Rochester
Net Metering Customers
Outcome: History is protected
Individual Properties on the National Register – – – 13 City of Rochester within the City of Rochester
Indicator 2013 2014
11. 12.
11. 12.
10.
10.
13. 14.
13. 14.
13. 14.
13. 14.
19.
19.
11. 12.
7 000 City of R City of Rochesterocheste
DRAFT 10/13/2017
Data Source
Proportion of Residents With a Commute Time of Less Than 30 Minutes 69.3% 68.4% 68.2%
85.9% 87.4% 87.3%
87.4% 90.6% 89% TBD City of Rochester
Transit System Ridership 1.71 M 1.67 M 1.7 M 1.69 M City of Rochester
Paratransit Ridership 39,288 41,897 45,062 46,635 City of Rochester
Transit Weekday Operation Run Time (hours per day) – – 12.5 12.5 City of Rochester
Outcome: +RXVLQJRSWLRQVDUHDRUGDEOHIRUDOOUDQJHVRILQFRPHV
Share of Households Paying Less Than 30% of Their Income for Housing 71.6% 71.7% 73% TBD Minnesota
76% 76.5% 78.9% TBD Olmsted County
75.9% 74.7% 77.5% TBD City of Rochester
Share of Homeowners Paying Less Than 30% of Their Income for Housing 78.8% 79.2% 80.5% TBD Minnesota
82.9% 84.6% 86.9% TBD Olmsted County
84.9% 84.5% 87.6% TBD City of Rochester
Share of Renters Paying Less Than 30% of Their Income for Housing 52.3% 51.7% 53.5% TBD Minnesota
54.4% 53.7% 54% TBD Olmsted County
53.5% 52.3% 52.1% TBD City of Rochester
Sources:
1.Minnesota Department of Employment and Economic Development, 2. Quarterly Census of Employment &
Wages, 3. Longitudinal Employer-Household Dynamics, 4. Integrated Postsecondary Education Data System, 5.
National Center for Education Statistics, 6. United States Department of Education, 7. Minnesota Department of
Revenue, 8. Property Tax Division, 9. Rochester MN Convention and Visitor’s Bureau, 10. Rochester Parks and
Recreation, 11. Olmsted Community Health Needs Assessment 2013, 12. Olmsted County Community Health Needs
Assessment 2016, 13. Us Department of Energy, 14. Rochester Public Utilities, 15. Minnesota Historical Society, 16.
U.S. Census Bureau, 17. Decennial Census, 18. American Community Survey 5-year estimates, 19. City of Rochester,
20.Rochester Area Economic Development, Inc., 21. Rochester Area Chamber of Commerce, MN, 22. Destination
Medical Center Economic Development Agency, 23. Mayo Clinic, 24. Rochester Public Transit
Key:
– Data was not found
TBD To Be Determined
Outcome: Improved transportation system
Indicator 2013 2014
16. 18.
16. 18.
16. 18.
16. 18.
24.
24.
24.
DRAFT 10/13/2017
23%
62%
15%
Minnesota Population By Age - 2015
0-17 18-64 65+
25%
61%
14%
Olmsted County Population By Age - 2015
0-17 18-64 65+
25%
61%
14%
City of Rochester Population By Age - 2015
0-17 18-64 65+
10%
57%
33%
DMC District Population By Age - 2014
0-17 18-64 65+
80.9%
1.0%
4.7%
5.8%
1.5%
2.8%
5.1%
Minnesota - Ethnicity 2015
White (non-hispanic)
American Indian
Asian
Black
Some Other Race
Two or More Races
Hispanic (of any race)*
82.0%
0.2%
5.9%
5.1%
0.8%
2.4%
4.6%
Olmsted County - Ethnicity 2015
White (non-hispanic)
American Indian
Asian
Black
Some Other Race
Two or More Races
Hispanic (of any race)*
77.6%
0.3%
7.4%
6.6%
0.9%
2.8%5.6%
City of Rochester - Ethnicity 2015
White (non-hispanic)
American Indian
Asian
Black
Some Other Race
Two or More Races
Hispanic (of any race)*
70.1%0.6%
9.8%
8.9%
1.2%
2.9%
8.1%
DMC District - Ethnicity 2015
White (non-hispanic)
American Indian
Asian
Black
Some Other Race
Two or More Races
Hispanic (of any race)*
Population Demographics Ethnicity Demographics
Context Data
gp
17.7%
21.4%
32.9%
28.0%
Minnesota - Household Income 2015
Less than $24,999
$25,000 to $49,999
$50,000 to $99,999
$100,000 or more
16.3%
18.4%
33.2%
32.2%
Olmsted County - Household Income 2015
Less than $24,999
$25,000 to $49,999
$50,000 to $99,999
$100,000 or more
18.1%
19.3%
33.3%
29.3%
City of Rochester - Household Income 2015
Less than $24,999
$25,000 to $49,999
$50,000 to $99,999
$100,000 or more
40.8%
24.0%
21.0%
14.2%
DMC District - Household Income 2015
Less than $24,999
$25,000 to $49,999
$50,000 to $99,999
$100,000 or more
7.2%
25.4%
32.7%
22.9%
11.8%
Minnesota - Educational Attainment 2015
Less than high school
graduate
High school graduate
(includes equivalency)
Some college or
associate's degree
Bachelor's degree
Graduate or professional
degree
5.7%
20.0%
31.2%
23.0%
20.1%
Olmsted County - Educational Attainment 2015
Less than high school
graduate
High school graduate
(includes equivalency)
Some college or
associate's degree
Bachelor's degree
Graduate or professional
degree
6.4%
18.6%
29.8%
22.7%
22.5%
City of Rochester - Educational Attainment 2015
Less than high school
graduate
High school graduate
(includes equivalency)
Some college or
associate's degree
Bachelor's degree
Graduate or professional
degree
13.3%
19.7%
22.9%
19.1%
25.0%
DMC District - Educational Attainment 2015
Less than high school
graduate
High school graduate
(includes equivalency)
Some college or
associate's degree
Bachelor's degree
Graduate or professional
degree
Household Income Distribution Educational Attainment Distribution
Context Data
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
2012 2013 2014 2015
Population Poverty Levels 2012-2015
Minnesota Olmsted County City of Rochester DMC District
0
2
4
6
8
10
12
14
2012 2013 2014 2015 2016
Unemployment Rate 2012-2015
Minnesota Olmsted County City of Rochester DMC District
Context Data
Marketing Communications Q3 2017 Metrics Update
DMC Marketing Plan Objectives
● Build awareness, gain national attention
● Demonstrate continued momentum
● Drive traffic to DMC.mn
● Build interest in life sciences and real estate developers/investor audiences
Metric Highlights: Jan - Sept 2017
Meaningful metrics evaluating marketing and advertising tactics to gain national attention are best
reflected in DMC.mn traffic and engagement, and social media use. These metrics demonstrate DMC’s
reach continues to grow steadily in volume and in national audiences.
WEBSITE VISITS
Goal: Increase website traffic
Success Metric: Total sessions
Description Target Metric Current Metric
Website sessions 30,000-50,000/quarter or
10,000-15,000/month
Q1: 32,460 sessions
Q2: 55,558 sessions
Q3: 44,681 sessions
We saw a very large spike in traffic during the HIMSS convention, when we were serving geo-targeted
digital ads. This will fluctuate depending on the size of attendance at events we are geo-fencing. This
strategy is a significant part of our digital buy, and digital tactics are most likely to drive website traffic.
Based on quarterly media activity, we expect Q2 and Q4 2017 to be closer to the upper end of this
range. In Q2 we exceeded monthly traffic goal by 7,000 sessions beyond maximum of target range.
We expected Q3 to be at the lower end due to quiet conference schedule in July and August.Target
metrics are almost double the sessions versus the baseline quarter, which was the quarter prior to
starting the paid media campaign.
Marketing and communication executions contributing to traffic increase in Q3:
● “In the Middle of Everywhere” storyteller videos
○ At the beginning of Q3, we released a series of videos highlighting the “In the Middle of
Everywhere” marketing campaign. Each video features a community member who is
transforming Rochester in an area of focus for DMC. The videos were viewed more than
4,000 times on the DMC YouTube channel during the nine-week rollout campaign.
● DMC.mn blogs/eNewsletters
○ During Q3, we published ---27 blogs on the website. Of these, CCF boosted seven blogs
on Facebook, resulting in greater reach. This communication strategy is a key factor in
traffic increase and social media engagement.
○ The blogs were also included in DMC’s six bi-monthly e-newsletters, which are sent to
more than 2,800 email addresses.
● Earned media
○ From Jan. 1, 2017 through Aug. 31, 2017, we have tracked 578 DMC-related stories in
the media.
○ Highlights for Q3 include Discovery Square design and plans, public transportation,
affordable housing and job growth, and Mayo Clinic changes.
GEOGRAPHIC REACH
Goal: Drive national traffic to DMC.mn by diversifying and growing audiences beyond Rochester and
state of Minnesota
Success Metric: Geographic reach
Description Target Metric Current Metric
Geographic reach beyond
Rochester
80% beyond Rochester Q1 = 79%
Q2 = 85%
Q3 = 86%
Geographic reach beyond
Minnesota
67% beyond Minnesota Q1 = 76%
Q2 = 81%
Q3 = 80%
Marketing efforts to audiences beyond Rochester are surpassing target metric and metrics continue to
trend upward. Current geographic reach (see graph) includes about 75 cities across U.S. and
compares to 70% reach in 2016. Top cities beyond Rochester in order of top visits include: New York,
Minneapolis, Chicago, Quincy, Coffeyville, Phoenix, Atlanta, LA, San Francisco, Denver, Boston,
Houston, Seattle, San Jose, Washington D.C., Dallas, St.Paul, Philadelphia, Omaha, Detroit, Austin
TX.
Marketing efforts to reach audiences beyond Minnesota are surpassing target metric and metrics
continue to trend upward. Current geographic reach beyond Minnesota includes all states and
compares to 63% reach in 2016.
We attribute paid boosted social posts to national markets and DMC’s presence at conferences in
other markets as main contributors to these results.
SOCIAL MEDIA
Goal: Gain social media followers
Metrics: Followers, Engagement
Steep Growth has occurred in Facebook and Twitter followers. Storyteller videos were launched in
June and continue to populate social media. These videos, and the paid boosted social posts
associated with them, have skyrocketed engagement and followers.
LinkedIn became an area of focus in July. By placing relevant content to a social platform that attracts
an audience more focused on our primary target audiences, we tripled the number of followers.
DMC is employing a new tactic in Q4 with the implementation of LinkedIn acquisition ads (lead
generation) to targeted business audiences.
Additional Notes:
• Web banner ads - saw highest click-thru rate yet at 0.59% (industry standard is 0.08%)
• eNewsletters - open rate remains strong at 30% (industry standard is 20%)
DMCC Corporation
2018 Budget Worksheet
Proposed
Account 2014 2015 2015 2016 2016 2017 2017 2018
Number Account Description Actual Budget Actual Budget Actual Budget Actual 8/31 Budget
DMC Corporation
95001.50000 Revenues -5,416,447.39 -3,797,803.00 -3,602,319.67 -3,985,812.00 -2,288,340.18 (3,224,870.00) (1,362,381.94)
95001.81020 Building Rent 3,173.44 21,231.71 25,000.00 18,907.04 25,000.00 28,558.69 35,000.00
95001.81000 Rents and Leases 3,173.44 21,231.71 25,000.00 18,907.04 25,000.00 28,558.69 35,000.00
95001.81310 Audit Services 0.00 2,838.75 3,000.00 3,000.00 3,000.00 2,897.32 3,000.00
95001.81320 Legal Consultants 455,164.80 400,000.00 324,143.71 400,000.00 217,195.03 350,000.00 100,730.76 250,000.00
95001.81350 Accounting Consultants 0.00 50,000.00 1,144.45 1,500.00 1,000.00 1,500.00 800.00 1,500.00
95001.81390 Other Expert & Professnl Srvc 21,927.34 302,673.00 13,913.43 538,312.00 17,332.85 50,000.00 3,961.56 40,000.00
95001.81300 Expert & Professional Services 477,092.14 752,673.00 342,040.34 942,812.00 238,527.88 404,500.00 108,389.64 294,500.00
95001.82110 Travel and training 10,507.88 7,200.00 976.30 5,000.00 537.89 5,000.00 - 5,000.00
95001.82130 Business meal expenses 26,730.00 0.00 5,000.00 35.30 1,000.00 - 1,000.00
95001.82100 Travel/Training/Business Meals 10,507.88 33,930.00 976.30 10,000.00 573.19 6,000.00 - 6,000.00
95001.82610 Comprehensive Liability Ins 4,712.50 150,000.00 17,601.25 20,000.00 15,303.00 20,000.00 12,998.25 20,000.00
95001.82650 Insurance ‐ Misc others 30,600.00
95001.82600 Insurance and Bonds 4,712.50 180,600.00 17,601.25 20,000.00 15,303.00 20,000.00 12,998.25 20,000.00
95001.82900 Contractual Services
95001.82900 Contractual Services
95001.80999 Professional & Contracted Srvcs 495,485.96 967,203.00 381,849.60 997,812.00 273,311.11 455,500.00 149,946.58 355,500.00
95001.83690 Other Supplies 30,600.00
95001.83600 Supplies 30,600.00
95001.82999 Materials and Supplies 30,600.00
95001.84420 Interest 53.83 13.38 100.00 12.43 100.00
95001.84900 Other Charges 25.00 100.00 25.00 100.00
95001.84000 Other Charges 53.83 38.38 200.00 37.43 200.00
95001.80000 Expenditures 495,485.96 997,803.00 381,903.43 997,812.00 273,349.49 455,700.00 149,984.01 355,700.00
95001.87500 Other Financing Uses
DMC EDA Corporation - Net Revs --4,920,961.43 -2,800,000.00 -3,220,416.24 -2,988,000.00 -2,014,990.69 (2,769,170.00) (1,212,397.93) 355,700.00
City Support Expenses 150,000.00 150,000.00 - 125,000.00
Page 1 of 1
DESTINATION MEDICAL CENTER
ECONOMIC DEVELOPMENT AGENCY
DMC EDA 2018 Work Plan and Budget Summary
2018 DMC EDA Work Plan
In 2018, the Destination Medical Center (“DMC”) initiative will focus on continuing robust economic
development, further developing the DMC District and the continued implementation of programs and
initiatives to transform America’s City for Health.
Anchored by the DMC Development Plan and influenced by the engagement and participation of our
stakeholders, the Destination Medical Center Economic Development Agency (“DMC EDA”) will continue
to pursue annual strategic objectives in order to achieve the goals of the DMC initiative.
2018 Strategic Objectives include:
• Ensure accurate market demand data
• Strengthen real estate developer and finance/equity partner relationships
• Identify, refine, and diversify public and private financial investment tools
• Provide leadership to advance environment and sustainability outcomes
• Engage the community in the implementation of the DMC development plan
• Implement the DMC patient, visitor and community experience strategy
• Execute the state, national and international marketing and communications strategy
• Advance Heart of the City and Chateau Theatre developments
• Attract new businesses to Rochester, with a special focus on Discovery Square
• Develop the Discovery Square public realm design strategy
• Grow the business and entrepreneurial eco-system
• Set priorities for transportation plan and begin implementation
• Advance the DMC Capital Improvement Program
2018 DMC EDA Budget Request
The enclosed budget, developed to achieve the strategic objectives identified in the 2018 DMC EDA
work plan, has been prepared by DMC EDA staff with the advice and consultation of the DMC
Corporation budget work group and City of Rochester elected leaders and staff.
• The 2018 DMC EDA funding request to the City of Rochester of $2,496,406 represents a year-
over-year decrease in funding of $122,764, or approximately -4.7%.
• The 2018 Mayo Clinic contribution towards the strategic operational expenses of the DMC EDA
totals $1,272,220, which represents a year-over-year increase in funding of $337,800, or
approximately +36.2%.
The DMC EDA Board of Directors approved the proposed budget and work plan on October 19, 2017.
Destination Medical Center
Economic Development Agency
2018 Workplan
Updated: October 2, 2017
2
Executive Summary
In 2018, the Destination Medical Center (“DMC”) initiative will focus on continuing robust economic development,
further developing the DMC District and the continued implementation of programs and initiatives to transform
America’s City for Health.
Anchored by the DMC Development Plan and influenced by the engagement and participation of our stakeholders,
the Destination Medical Center Economic Development Agency (“DMC EDA”) will continue to pursue the Phase 1 and
20-year goals of the DMC initiative.
Twenty year goals include:
o Create a comprehensive strategic plan
o Leverage the public investment of $585 million
o Create approximately 35,000 new jobs
o Generate approximately $7.5 - $8.0 billion in new net tax revenue
o Achieve the highest quality patient, companion, visitor, employee, and resident experience
New strategic objectives for 2018 include:
o Environment and sustainability
o Community engagement outreach
o Patient, visitor and community experience
3
DMC EDA Statutory Role and Responsibilities
The DMC EDA assists the Destination Medical Center Corporation (“DMCC”) and the City of Rochester (“City”) in
implementing the development planning and promotion, development services, and marketing, outreach and
communication activities required to achieve the goals of the DMC development plan.
The DMC legislation identified several key responsibilities of the DMC EDA in addition to its role as an advisory
agency to the DMCC and City. The 2018 DMC EDA workplan references these responsibilities, which have been
organized as follows: (A) development planning and promotion, (B) development services, and (C) marketing,
outreach and communications. The specific statutory responsibilities are listed below:
A. Development Planning and Promotion, including:
o Drafting and implementing the development plan, including soliciting and evaluating proposals for
development and evaluating and making recommendations to the DMCC and the City regarding those
proposals
o Seeking financial support for the DMCC, the City, and projects
o Partnering with other development agencies and organizations, the city, and the county in joint efforts
to promote economic development and establish a destination medical center
o Supporting and administering the planning and development activities required to implement the
development plan
B. Development Services, including:
o Developing and updating the criteria for evaluating and underwriting development proposals
o Providing transactional services in connection with approved projects
o Working with the corporation to acquire and facilitate the sale, lease, or other transactions involving
land and real property
o Assisting the DMCC or City and others in applications for federal grants, tax credits, and other sources of
funding to aid both private and public development
C. Marketing, Outreach, and Communications, including:
o Facilitating private investment through development of a comprehensive marketing program to global
interests
o Developing patient, visitor, and community outreach programs
o Preparing and supporting the marketing and promotion of DMC
o Preparing and implementing a program for community and public relations
All objectives contained within this workplan reference one or more of these statutory responsibilities,
demonstrating the commitment of the DMC Corporation, City of Rochester, and DMC EDA to the DMC Development
Plan and to the intent of the State Legislature and Governor indicated by the support, passage, and approval of the
DMC legislation.
4
Create a comprehensive
Strategic plan with a
compelling vision that
harnesses the energy and
creativity of the entire
community
Leverage the public
investment to attract more
than $5 Billion in private
investment to Rochester
and the region
Create approximately
35,000 new jobs with
workforce development
strategies that support
growth
Generate approximately
$7.5-8 Billion in new tax
revenue over the next 35
years
Achieve the highest quality
of patient, companion,
visitor, employee, and
resident experience, now
and in the future
DMC Goals
Transportation
DMC Strategic Priorities
Discovery Square Heart of the City Economic Development
With Mayo Clinic at its heart, the Destination Medical Center (DMC) initiative is the catalyst to position Rochester,
Minnesota as the world’s premier destination for health and wellness; attracting people, investment opportunities,
and jobs to America’s City for Health and supporting the economic growth of Minnesota, its bioscience sector, and
beyond.
DMC Mission
5
DMC Strategic Priority: Economic Development
Strategic Objective A: Ensure current and accurate market demand data for key markets in order to
prioritize DMC investment
*Statutory Responsibilities: A. Development Planning and Promotion & B. Development Services
Action Step When Status
DMC EDA Role
1. Review and update residential market demand
study, to include identifying affordable housing
opportunities
Q3-Q4 Lead
2. Review and update hotel market demand study Q1-Q2
Lead
3. Finalize Retail market demand study initiated in
2017 Q1 Lead
4. Review and update commercial office space market
demand study Q1-Q2
Lead
5. Review and update BioScience market demand
study Q1-Q2 Lead
Strategic Objective B: Driven by market data, prioritize relationships with at least 10 high potential real
estate developers to facilitate future development projects
*Statutory Responsibilities: A. Development Planning and Promotion & B. Development Services
Action Step When Status
DMC EDA Role
1. Quarterly meetings with all developers
(outside of project review process) Q1-Q4
Lead
2. Formal process debrief and critical review for
each development project Q1-Q4 Lead
3. Update developer toolkit Q1-Q2 Lead
4. Host Minnesota Real Estate Journal Summit
Q2 Participate
6
Strategic Objective C: Driven by market data, prioritize and develop relationships with 10 high potential
equity and finance partners to facilitate future investment projects
*Statutory Responsibilities: A. Development Planning and Promotion, B. Development Services & C. Marketing, Outreach, and
Communications
Action Step When Status
DMC EDA Role
1. Identify high potential equity and lending partners
Q1 Lead
2. Host meetings with each to introduce them to DMC
opportunities and Rochester market Q2-Q4 Lead
3. Participate in 2-4 key national forums Q1-Q4 Lead
Strategic Objective D: Identify, refine, and diversify public and private financial investment tools, to
maximize available DMC resources
*Statutory Responsibilities: A. Development Planning and Promotion & B. Development Services
Action Step When Status
DMC EDA Role
1. Assist DMC Corporation in setting priorities for DMC
investment Q1
Lead
2. Identify and implement Tax Credit programs (New
Markets, Historic, Low Income) Q1-Q4
Participate
3. Pursue public and private grant programs Q1-Q4
Lead
Strategic Objective E: Provide leadership and convene community stakeholders to drive environmental
outcomes outlined in the DMC plan for the DMC District
*Statutory Responsibilities: A. Development Planning and Promotion
Action Step When Status
DMC EDA Role
1. Evaluate the feasibility of creating a district energy
system to support the growth associated with the
DMC plan
Q1 - Q2
Lead
2. Evaluate new opportunities for new construction
and existing building utility incentives Q1 - Q4
Participate
3. Recruit local businesses to participate in a voluntary
commercial energy benchmarking program Q2-Q4 Lead
7
Strategic Objective F: To meet the DMC environmental goals associated with new development, generate
a Sustainable Building Policy for DMC-funded projects
*Statutory Responsibilities: A. Development Planning and Promotion & B. Development Services
Action Step When Status
DMC EDA Role
1. Pilot sustainable building policy with two DMC
funded development projects
Q1-Q4 Lead
2. Measure, verify and correct plan as needed to move
from pilot to policy Q3-Q4
Lead
3. Develop an engagement and communications
strategy locally, regionally and nationally
Q3-Q4
Lead
Strategic Objective G: Build a community culture around sustainability through education and awareness
to meet the environmental outcomes for the DMC District
*Statutory Responsibilities: C. Marketing, Outreach, and Communications
Action Step When Status
DMC EDA Role
1. Develop community-wide sustainability speaker
series
Q1-Q4
Lead
2. Form a sustainability committee focused on
transportation and waste Q3-Q4
Lead
3. Develop, track and communicate DMC-wide
environmental outcomes Q1-Q4
Lead
4. Participate in “LEED for Communities” pilot Q1-Q4
Lead
5. Create two prototype or public-facing events to
support the DMC’s sustainability initiatives Q1-Q4 Lead
Strategic Objective H: Establish a community engagement strategy that builds a community of
stakeholders that trust the DMC vision and the leaders associated with it – ultimately supporting a
successful implementation of the DMC development plan
*Statutory Responsibilities: A. Development Planning and Promotion & C. Marketing, Outreach, and Communications
Action Step When Status
DMC EDA Role
1. Develop and implement community engagement
strategies to support DMC subdistricts’ planning
Q1-Q4
Lead
2. Implement local community engagement and
awareness strategy that supports the DMC work
plan
Q1-Q4
Lead
3. Continue state and regional engagement strategy
Q1-Q4
Lead
8
Strategic Objective I: Implement DMC patient, visitor and community experience strategy that
identifies the needs of a community while becoming the catalyst for change and fueling private sector
investment and growth
*Statutory Responsibilities: A. Development Planning and Promotion & C. Marketing, Outreach, and Communications
Action Step When Status
DMC EDA Role
1. Finalize patient, visitor, and community experience
strategy
Q1
Lead
2. Develop experience project and implementation
plan
Q2-Q4
Lead
3. Align work with Heart of the City, Discovery Square
and other DMC subdistricts Q1-Q4
Lead
Strategic Objective J: Execute the state, national and international marketing and communications
strategy to attract identified target audiences (global and national investors and developers, life-
science small and medium businesses and future workforce) to Rochester
*Statutory Responsibilities: C. Marketing, Outreach, and Communications
Action Step When Status
DMC EDA Role
1. Develop and implement 2018 marketing and
advertising plan
Q1-Q4 Lead
2. Advance the communications plan focusing on local,
regional and national audiences
Q1-Q4
Lead
3. Update existing websites to align with updated
marketing and communications plan (Focusing on
Discovery Square and investor/developer pages)
Q1-Q4 Lead
4. Align communications and community engagement
strategies to advance the DMC development plan
Q1-Q4 Lead
9
DMC Strategic Priority: Heart of the City
Strategic Objective A: Advance Heart of the City public realm project in order to complete the design
development phase
*Statutory Responsibilities: A. Development Planning and Promotion, B. Development Services & C. Marketing, Outreach, and
Communications
Action Step When Status
DMC EDA Role
1. Establish leadership and advocacy team Q1-Q3
Lead
2. Develop sustainable financing strategy Q1-Q2 Lead
3. Build community ownership strategy Q1-Q4
Lead
4. Manage design development tasks Q1 Participate
Strategic Objective B: Create management and finance plan in order to advance Chateau Theatre
redevelopment
*Statutory Responsibilities: A. Development Planning and Promotion, B. Development Services & C. Marketing, Outreach, and
Communications
Action Step When Status
DMC EDA Role
1. Conduct fundraising feasibility study Q1-Q2 Participate
2. Assist City of Rochester with fundraising
campaign and the development of a
sustainable funding model
Q3-Q4 Participate
3. Build community ownership strategy
Q1 Participate
Strategic Objective C: Advance at least one strategic private sector development project to move Heart of
the City vision forward
*Statutory Responsibilities: A. Development Planning and Promotion & B. Development Services
Action Step When Status DMC EDA Role
1. Identify priority development Q1-Q2
Lead
2. Agreement on program and design Q2-Q3 Lead
3. Agreement on financial model Q2-Q4 Lead
10
DMC Strategic Priority: Discovery Square
Strategic Objective A: Attract new businesses to realize the vision of Discovery Square and diversify the
economy
*Statutory Responsibilities: A. Development Planning and Promotion, B. Development Services & C. Marketing, Outreach, and
Communications
Action Step When Status DMC EDA Role
1. Recruit new companies to Discovery Square
subdistrict Q1-Q4 Participate
2. Complete and implementation branding for
Discovery Square subdistrict Q1-Q2 Lead
3. Activate Connolly building on the corner of 3rd St.
and 4th Ave. on the Mayo Clinic campus for new
Discovery Square businesses
Q1-Q2 Lead
4. Execute Discovery Square marketing strategy at
state, national and international level Q1-Q4 Lead
5. Partner with Mayo Clinic and developer to initiate
Phase 2 building discussions Q3-Q4 Participate
6. Develop and execute international business
development strategy Q1-Q4 Lead
7. Partner with Mayo Clinic to define “access” to Mayo
programming and services for Discovery Square
businesses
Q1-Q2 Lead
Strategic Objective B: Develop public space design strategy to enhance the live, work, play environment
of Discovery Square
*Statutory Responsibilities: A. Development Planning and Promotion & C. Marketing, Outreach, and Communications
Action Step When Status DMC EDA Role
1. Identify and coordinate design team to develop
Discovery Walk public space design plan Q1-Q4 Lead
2. Develop and implement interim use plan for a site
within the Discovery Square subdistrict Q1-Q3 Lead
Strategic Objective C: Establish business eco-system to grow and attract new businesses
*Statutory Responsibilities: A. Development Planning and Promotion & B. Development Services
Action Step When Status DMC EDA Role
1. Develop plan for startup wet lab space
Q1-Q2 Participate
2. Develop and execute Discovery Square
programming strategy to grow business
community, equip and engage innovators and
attract investors
Q1-Q4 Participate
3. Explore pilot business development program to move
undeveloped IP off the shelf and into the market
Q2-Q3 Lead
4. Lead appropriate work teams & advisory groups with
stakeholders, experts, and users
Q1-Q4 Lead
11
DMC Strategic Priority: Transportation
Strategic Objective A: Set priorities for Transportation Plan implementation
*Statutory Responsibilities: A. Development Planning and Promotion, B. Development Services & C. Marketing, Outreach, and
Communications
Action Step When Status DMC EDA Role
1. Work with the City and County to develop an
agreed upon set of priorities for transportation
initiatives, including alternative modes of
transportation and solutions for the safe and
effective transportation of mobility-limited and
patient populations
Q1-Q2 Participate
2. Work with the City to identify funding stream for
agreed upon priority Q2-Q4 Participate
3. Develop 2-4 demonstration projects to test
transportation solutions, Q1-Q4 Participate
4. Participate with appropriate work teams & advisory
groups with stakeholders, experts, and users Q2-Q4 Participate
Strategic Objective B: Advance Capital Improvement Program (CIP)
*Statutory Responsibilities: A. Development Planning and Promotion
Action Step When Status DMC EDA Role
1. Participate in DMC EDA/city administration
meetings Q1-Q4 Participate
2. Collaborate with City to create CIP priority list
Q3 Participate
3. Consult with City to overcome obstacles to allow on
time construction of CIP projects
Q1-Q4 Participate
* Lead- DMC/EDA will take the lead on the initiative and drive action.
* Participate- DMC/EDA will share responsibility on the initiative.
DMC EDA 2017 Budget Total
(DMC EDA & Mayo Clinic)DMC EDA 2018 Budget 2018 Mayo Clinic Funding 2018 Total YOY Difference
A B C D E
1 Payroll $1,005,219 $599,395
2 Benefits $276,688 $113,145
Mayo Contributed Staff
3 Payroll Expenses $6,920 $5,000 $5,000 -28%
4 Transportation/Transit Subsidy $7,200 $7,200 $7,200 0%
5 Reimbursements $0 $0 $0 0%
Subtotal $1,296,027 $724,740 $931,823 $1,656,563 28%
6 Rent and Utilities $111,500 $4,500 $146,852 $151,352 32%
7 Equipment Rentals/Furniture $0 $0 $0 0%
8 Office Supplies/Consumables $18,000 $18,000 $18,000 0%
9 Room Rental $0 $0 $0 0%
10 Postage, Shipping, Messenger, etc.$3,000 $5,000 $5,000 67%
11 Website, Drafting, Hosting $34,000 $13,800 $13,800 -59%
12 IT Hardware and Support $23,000 $30,080 $30,080 31%
13 Miscellaneous Costs $5,500 $2,720 $2,720 -51%
Subtotal $195,000 $74,100 $146,852 $220,952 13%
14 Print & Collateral
Outreach and Local Events $50,000 $25,000 $25,000
-50%
15 Outreach and Local Events $95,000 $173,500 $173,500 83%
16 Subscriptions and Memberships $6,000 $3,572 $3,572 -40%
17 Conferences, Meetings, Travel &
Participation $165,000 $134,100 $64,170 $198,270
-19%
18 Econ Dev Costs $435,000 $424,500 $129,375 $553,875 -2%
Subtotal $751,000 $760,672 $193,545 $954,217 27%
19 Legal Services $35,000 $42,000 $42,000 20%
20 Website Management and CRM $10,000 $60,114 $60,114 501%
21 Marketing Communications &
Advertising $657,000 $475,000 $0 $475,000
-28%
22 Public Relations/Community Relations
$96,000 $75,000 $75,000
-22%
23 Contracted Support Staff $199,400 $194,000 $194,000 -3%
24 Financial Reporting Services $50,340 $25,780 $25,780 -49%
Subtotal $1,047,740 $871,894 $0 $871,894 -17%
25 Insurance & Taxes $69,310 $65,000 $65,000 -6%
26 Miscellaneous Costs / Contingency $175,000 $0 $0 -100%
Subtotal $244,310 $65,000 $65,000 -73%
$3,534,077 $2,496,406 $1,272,220 $3,768,626 7%
$1,644,363 28.3%
TOTAL BUDGET
DMC EDA Staff Costs
DMC EDA Operational Costs
Economic Development Outreach &
Professional Services
Miscellaneous Costs
$931,823
DMCC REQUEST FOR EXTENSION OF WORKING CAPITAL LOAN
FOR 2018
To: City of Rochester, Minnesota (the “City”)
1. The undersigned authorized representative (the “Representative”) of the Destination
Medical Center Corporation (“DMCC”) hereby authorizes and requests an extension of the
Term of the Working Capital Loan Agreement (DMCC-City), dated April 30, 2015, by and
between the City and the DMCC (the “Agreement”) and renewals of the DMCC Note and
the EDA Note, in the amount and on the date specified below, in order to pay certain
DMCC Eligible Expenses and to provide the EDA Tranche to pay certain EDA Eligible
Expenses, pursuant to the terms and conditions of the Agreement. Capitalized terms not
otherwise defined herein shall have the meanings given them in the Agreement.
2. The Representative certifies that (i) attached as Exhibit A is a true and correct annual
reconciliation of the DMCC Tranche Advances made through September, 2017 and the
DMCC Eligible Expenses paid from such Advances, as required by Section 2.6 of the
Agreement; (ii) each item for which the DMCC sought payment in Exhibit A was a DMCC
Eligible Expense; and (iii) the Advances received by the DMCC have not exceeded the
limitations set out in Section 2.4(a) of the Agreement.
3. The Representative further certifies that attached as Exhibit B is a true and correct copy of
the EDA Request for Extension of the Working Capital Loan for 2018.
4. The DMCC hereby requests an extension of the Agreement Term and renewals of the
DMCC Note and the EDA Note, in the amount of $1,000.00 as the DMCC Tranche
Advance and in the amount of $50,000.00 as the EDA Tranche Advance, as such amounts
may be adjusted by the City pursuant to Section 2.8(c) of the Agreement, for payment of
DMCC Eligible Expenses and, as to the EDA Tranche, for payment of EDA Eligible
Expenses.
5. The Representative further certifies that no portion of the amount requested in paragraph 4
above constitutes a DMCC Excess Request under Section 2.3 of the Agreement.
6. The Representative further certifies that this statement and all exhibits and attachments hereto,
and documents furnished in connection herewith, shall be conclusive evidence of the facts
and statements set forth herein and shall constitute full warrant, protection, and authority to
the City for its actions taken pursuant hereto.
Dated: ________________, 2018
Authorized DMCC Representative
1063057.DOCX
EXHIBIT A: RECONCILIATION OF DMCC TRANCHE ADVANCES
Through September, 2017
Destination Medical Center Corporation
Working Capital Loan Reconciliation
12 Months
Through September 2017
DMCC Bank Account M
Beginning Bank Balance
DMCC Bank Charges
Adjustments ‐ bank fees returned
Adjustments ‐ change in amount
Interest Earnings
EDA Funding Requested
Actual Funded
Difference
Ending Bank Balance
Reconciling Items
Interest
Bank Fees
Adjustments
Net
2016
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
1,000.04 1,000.02 1,000.04 1,000.60 1,000.21 113,295.39 1,000.20 1,000.24 12,600.50 1,000.14 1,328.51 1,025.18
93.08 93.42 93.45 95.27 91.97 157.62 93.90 92.41 97.38 95.47 92.81 98.16
327.75
0.07 0.11 0.61 0.22 0.02 0.29 0.34 0.94 0.68 0.87 0.39 0.30
164,073.03 219,436.31 372,363.08 276,700.94 66,823.87 253,062.30 134,373.21 368,571.10 206,460.01 189,093.13 151,658.48 114,704.02
164,166.02 219,529.64 372,456.48 276,795.60 179,211.00 140,924.44 134,466.81 380,262.83 194,956.35 189,188.35 151,447.57 114,776.99
92.99 93.33 93.40 94.66 112,387.13 (112,137.86) 93.60 11,691.73 (11,503.66) 95.22 (210.91) 72.97
1,000.02 1,000.04 1,000.60 1,000.21 113,295.39 1,000.20 1,000.24 12,600.50 1,000.14 1,328.51 1,025.18 1,000.29
(0.02) (0.04) (0.60) (0.21) (0.02) (0.20) (0.24) (0.94) (0.14) (0.87) (0.39) (0.29)
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ (112,295.37) ‐ ‐ (11,599.56) ‐ (327.64) (24.79) ‐
1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00
2017
(;+,%,7$
B.
DESTINATION MEDICAL CENTER CORPORATION
RESOLUTION NO. ___-2017
Approving the 2018 DMCC Funding Request and the Extension of Working Capital Loan
and Authorizing Transmittal to the City of Rochester
BACKGROUND RECITALS
WHEREAS, the Destination Medical Center Corporation (“DMCC”) must adopt an
annual Funding Request and Five Year Capital Plan. The DMCC Funding Request includes the
DMCC annual budget, the Destination Medical Center Economic Development Agency (“EDA”)
annual budget and work plan, and support costs incurred by the City of Rochester; and
WHEREAS, on February 26, 2015, the DMCC adopted Resolution No. 26-2015,
approving the form of and authorizing the Chair and Treasurer to execute, amend, and take other
actions to implement the working capital loan documents to provide for advance funding of EDA
operations (collectively, the “Loan Documents”); and
WHEREAS, the EDA has submitted an EDA Request for Extension of the Working
Capital Loan for 2018, requesting that the Loan Documents be extended for 2018 in the amount
of $50,000, as such amount may be adjusted by the City pursuant to Section 2.8(c) of the Working
Capital Loan Agreement (DMCC-EDA), effective April 1, 2014, and has provided the required
annual reconciliation of advances and eligible expenses paid from such advances; and
WHEREAS, the DMCC has completed the required annual reconciliation of the advances
to the DMCC and the DMCC eligible expenses and has prepared a DMCC Request for Extension
of the Working Capital Loan for 2018 in the amount of $500, as such amount may be adjusted by
the City pursuant to Section 2.8(c) of the Working Capital Loan Agreement (DMCC-City)
effective April 1, 2014.
RESOLUTION
NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center Board of
Directors that the 2018 DMCC Funding Request, and the Five Year Capital Plan, each on file with
the DMCC, are approved. Further, the DMCC hereby approves the projects set forth in the first
year of the Five Year Capital Plan as public infrastructure projects within the meaning of
Minnesota Statutes Section 469.40, Subdivision 11, and consistent with the Development Plan,
adopted on April 23, 2015, as amended; provided that, as indicated in the Five Year Capital Plan,
final approval of certain projects will be subject to a later specific approval by the DMCC upon
final determination of scope, costs and availability of funds.
BE IT FURTHER RESOLVED, the EDA Request for Extension of the Working Capital
Loan for 2018, and the DMCC Request for Extension of the Working Capital Loan for 2018, each
on file with the DMCC, are approved.
BE IT FURTHER RESOLVED, that the Chair and Treasurer are hereby authorized and
directed to transmit this resolution to the City of Rochester and to take such actions as are necessary
or convenient to effectuate the 2018 DMCC Funding Request, the Five Year Capital Plan, and the
extension of the Loan Documents, including, but not limited to, the authority to execute, deliver,
and perform, in the name of and on behalf of the DMCC, the DMCC Request for Extension of the
Working Capital Loan for 2018 and the Loan Documents to which the DMCC is a party, with such
modifications, additions, deletions, or other changes as the Chair and Treasurer may deem
necessary or appropriate to accomplish the requested extension, all which may be performed
without further action of this Board.
1063049-3.DOCX
LIABILITY COVERAGE – WAIVER FORM
LMCIT members purchasing coverage must complete and return this form to LMCIT before the effective date of
the coverage. Please return the completed form to your underwriter or email to pstech@lmc.org
This decision must be made by the member’s governing body every year. You may also wish to discuss these issues with
your attorney.
League of Minnesota Cities Insurance Trust (LMCIT) members that obtain liability coverage from LMCIT must decide
whether to waive the statutory tort liability limits to the extent of the coverage purchased. The decision has the following
effects:
If the member does not waive the statutory tort limits, an individual claimant would be able to recover no more than
$500,000 on any claim to which the statutory tort limits apply. The total all claimants would be able to recover for a
single occurrence to which the statutory tort limits apply would be limited to $1,500,000. These statutory tort limits
apply regardless of whether the city purchases the optional excess liability coverage.
If the member waives the statutory tort limits and does not purchase excess liability coverage, a single claimant could
potentially recover up to $2,000,000 for a single occurrence. (Under this option, the tort cap liability limits are waived to
the extent of the member’s liability coverage limits, and the LMCIT per occurrence limit is $2 million.) The total all
claimants would be able to recover for a single occurrence to which the statutory tort limits apply would also be limited
to $2,000,000, regardless of the number of claimants.
If the member waives the statutory tort limits and purchases excess liability coverage, a single claimant could
potentially recover an amount up to the limit of the coverage purchased. The total all claimants would be able to
recover for a single occurrence to which the statutory tort limits apply would also be limited to the amount of coverage
purchased, regardless of the number of claimants.
Claims to which the statutory municipal tort limits do not apply are not affected by this decision.
LMCIT Member Name
Check one:
The member DOES NOT WAIVE the monetary limits on municipal tort liability established by Minnesota Statutes,
Section 466.04.
The member WAIVES the monetary limits on municipal tort liability established by Minnesota Statutes, Section
466.04 to the extent of the limits of the liability coverage obtained from LMCIT.
Date of city council/governing body meeting
Signature Position
TO: Jim Bier, Treasurer
Kathleen Lamb, Attorney
FR: Dale Martinson, Assistant Treasurer
Date: October 24, 2017
RE: September 2017 Financial Budget Summary
The attached summary for September reflects expenditures to date totaling $1,477,563 out of
the 2017 total budget of $3,224,870. The total remaining 2017 budget represents 54% of the
original budget remaining with 3 months (25%) of the year remaining.
In the DMCC direct costs section, the small $100 of expenditures in September primarily
represents bank fees and interest expense.
The DMC EDA costs are billed through Master Application for Payments (MAPs) for outside
contractors and as well as through working capital loan advances for the EDA payroll and other
operational expenses. DMC EDA costs through June of 2017 totaled $1,327,480 and results in a
remaining EDA budget of 49%. Details of the contract payments including remaining contract
commitments can be found on the 3rd through 4th page of the summary as provided by the
DMC EDA.
An additional MAP request was submitted in October for September expenses in the amount of
$205,658.53. These costs are not reflected in the totals of the September report.
The 2nd page of this summary now reflects DMCC approved Capital Improvement Project (CIP)
costs that are being managed by the City of Rochester staff. Total 2017 capital expenditures
amounted to just over $4.5 million. These projects primarily include transit studies underway,
architectural services on the Heart of the City project and a sanitary sewer upsizing project
currently under construction.
Please feel free to contact me with any questions or concerns.
Destination Medical Center Corporation
Financial Budget Summary
September 2017
2017 Approved Curent Month Sept 2017 Amount Percent
Approved Budget Sept 2017 Year To Date Remaining Remaining
General Administrative Expenses 31,200 2 28,598 2,602 8%
Professional Services 404,500 98 108,488 296,012 73%
Insurance and Bonds 20,000 12,998 7,002 35%
City Support Expenses 150,000 ‐ ‐ 150,000 100%
Subtotal DMCC 605,700 100 150,084 455,616 75%
Third Party Costs ‐ DMC EDA *
Payroll, Staff, Administration & Benefits‐EDA 645,120 33,880 335,320 309,800 48%
Operating Expenses 17,736 126,424 (126,424) ‐144%
Operational Costs ‐ Contracted 88,000 1,650 32,971 55,029 7%
Economic Development Outreach & Support 751,000 1,235 107,717 643,283 86%
Professional Services 890,740 60,178 674,950 215,790 24%
Miscellaneous Expenses 244,310 50,098 194,212 79%
Subtotal EDA 2,619,170 114,679 1,327,480 1,291,690 49%
Total DMCC 2017 3,224,870 114,779 1,477,563 1,747,307 54%
* Note: An additional EDA MAP request for September Expenses totalling $205,658.53 outstanding DMCC Working Capital Note 1,000
as of 9/30/2017 was paid in October.EDA Working Capital Note 50,000
DMCC Projects
Managed by the City of Rochester
As of September 30, 2017
YTD
Expenditures
Project Budget Life To Date
Expenditures
DMC Projects (BU# 8600)
8611C- - Sn/S12AvSW/NW<2StSW>2StNW 2,006.09 2,850,000.00 10,196.46
8612C- - WZmbrRvrSn/SRlfLin<CookPk>CCDr 17,809.46 950,000.00 37,823.46
8613C- - ChateauTheatrePre-OccupancyM&O 58,601.45 686,800.00 178,076.07
8614C- - DMCTransit&InfrastrctrPgrmMgmt 293,670.84 1,100,000.00 916,764.02
8617C- - Broadway @ Center Parking Ramp 10,500,000.00
8618C- - SharedParkngStudy&PrgmDevlpmnt 599,123.99 1,811,854.00 1,050,957.82
8620C- - City Loop Plan 396,102.14 959,938.00 561,678.12
8621C- - Transit Circulator Study 515,944.65 1,991,532.00 874,395.65
8623C- - DMCC Street Use Study 845,082.73 2,867,708.00 1,404,751.18
8624C- - ChateauTheatreBldgImprov/Purch 52,602.45 6,682,201.27
8625C- - Heart of the City 426,213.45 598,940.00 597,718.62
8626C- - Sn/SUpsize1Av&3AvSE<4StS>1StN 1,317,403.46 2,500,000.00 1,357,723.14
Total DMC Projects (BU# 8600)
Grand Total 4,524,560.71 26,816,772.00 13,672,285.81
C.
DESTINATION MEDICAL CENTER CORPORATION
RESOLUTION NO. ___-2017
Approving the 2018 DMCC Board Regular Meeting Schedule
BACKGROUND RECITALS
The Minnesota Open Meeting Law provides that a schedule of the regular meetings of a
public body shall be kept on file at its primary office. If a public body decides to hold a regular
meeting at a time or place different from the time or place stated in its schedule of regular
meetings, it shall give the same notice of the meeting that is provided for a special meeting.
RESOLUTION
NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center
Corporation (“DMCC”) Board of Directors that the schedule of regular meetings for 2018 is set
forth below. The meetings will begin at 9:30 a.m., and the location will be at the Mayo Civic
Center. The Secretary is directed to post the 2018 schedule on the website and to post
notification by such other means as she determines necessary and appropriate.
Date Time Mayo Civic Center
Thursday, March 22, 2018 9:30 a.m. Mayo Civic Center
Thursday, June 28, 2018 9:30 a.m. Mayo Civic Center
Thursday, September 27, 2018 9:30 a.m. Mayo Civic Center
Thursday, November 15, 2018 9:30 a.m. Mayo Civic Center
1063048.DOCX