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HomeMy WebLinkAbout11/12/2019 DMCC Board of Directors Meeting - Agenda and Meeting PacketDestination Medical Center Corporation Board of Directors Meeting Tuesday, November 12, 2019 9:30 A.M. Mayo Civic Center Rochester, Minnesota 1 DESTINATION MEDICAL CENTER CORPORATION (DMCC) BOARD MEETING Tuesday, November 12, 2019 9:30 A.M. AGENDA PAGE I. Call to Order II. Roll Call III. Approval of Agenda 1 IV. Approval of Minutes: October 18, 2019 3 V. Public Comment Period VI. Chair’s Report VII. DMC Metrics 7 VIII. Mayo Clinic 2030 Plan IX. Project Updates (City of Rochester, EDA) A. Heart of the City 9 B. Discovery Square 12 C. Transportation 19 Resolution A: Amending Prior Approval of Downtown Circulator Locally Preferred Alternative and Revising Project Development Funding for the Entry Letter into the FTA Small Starts Program D. Affordable Housing 26 X. Development Plan Five Year Update 29 Resolution B: Providing Final Approval for the Expenditure of Funds from the 2020 CIP Budget for the Five Year Update to the Development Plan XI. EDA Update 33 XII. DMCC 2019 Budget: Year-to-Date Update 49 XIII. Meeting Schedule A. Next Regular Meeting: February 6, 2020 at 9:30 A.M. XIV. Adjournment 2 DESTINATION MEDICAL CENTER CORPORATION (DMCC) SPECIAL BOARD MEETING Friday, October 18, 2019 2:00 P.M. MINUTES I.Call to Order. Chair R.T. Rybak called the meeting to order at 2:00 p.m. at Mayo Civic Center, Suite 101, located at 30 Civic Center Drive, Rochester, MN 55904 II.Roll Call. Chair R.T. Rybak, Mayor Kim Norton, Michael Dougherty, Paul Williams, Jim Campbell, Commissioner Jim Bier and Council Member Nick Campion were present. Because the Board convened at a special meeting, Chair Rybak, Mr. Dougherty, Mr. Campbell and Mr. Williams participated by interactive television. III.Approval of Agenda. Mr. Dougherty moved approval of the Agenda. Commissioner Bier seconded. Ayes (7), Nays (0). Motion approved. IV.Approval of Minutes: May 23, 2019. Mr. Campbell moved approval of the Minutes. Council Member Campion seconded. Ayes (7), Nays (0). Motion approved. V.Public Comment Period. Mayor Norton invited members of the public to speak. Julie Tackett spoke on housing affordability, transportation, and historic preservation. Scott Spaeth suggested elevated rail in individual cars, on demand, as a transit circulator mode. VI.Chair’s Report. General Counsel Lamb described the recent amendment to the open meeting law with respect to the use of interactive television. Chair Rybak noted that the urgent scheduling of the special meeting necessitated the use of interactive television. VII. Consent Agenda. A.DMCC Insurance; League of Minnesota Cities Insurance Trust (LMCIT) Waiver; Motion: Elect Not to Waive Statutory Tort Limits B.2020 Regular Meeting Schedule: Resolution A: Approving the 2020 Regular Meeting Schedule C.DMCC Form 990; Minnesota Annual Charitable Organization Report: Resolution B: Approving the 2019 State of Minnesota Charitable Organization Report and 2018 Form 990 3 General Counsel Lamb stated that Resolution B includes an incorrect date and suggested a corrective friendly amendment. Chair Rybak moved approval of the Consent Agenda, including the Motion, Resolution A, and the amended Resolution B. Council Member Campion seconded. Ayes (7), Nays (0). Motion approved. VIII. Transportation: Downtown Circulator. Chair Rybak gave an overview of the discussion. Patrick Seeb, EDA Director of Economic Development and Placemaking; Steve Rymer, City Administrator, presented the staff recommendation. Mr. Seeb briefly summarized previous planning efforts. He stated that the recommended route includes Second Street SW and Broadway Avenue South, and noted that many unresolved issues will be addressed during the completion of the U.S. Federal Transportation Administration (FTA) “Small Starts” grant program evaluation. The grant application is due by September 4, 2020. Mayor Norton asked how staff intend to proceed if the continued evaluation of the transit circulator reveals concerns with, or better alternatives to, the recommended route and mode. Mr. Seeb and Mr. Rymer reported that staff will continue to provide updates to and solicit input from the DMCC Board and Rochester City Council. Council Member Campion thanked staff for providing a realistic and actionable recommendation intended to address acute traffic issues. Mr. Dougherty moved approval of Resolution C. Council Member Campion seconded. Mayor Norton expressed interest in establishing conceptual development plans for the transit villages prior to advancing circulator development, and emphasized the importance of community engagement as transportation improvements are made. Commissioner Bier reported on recent discussions at the Olmsted County Committee of the Whole meeting. He said the County Board has an informal preference to develop the former Seneca Foods site as the southeast terminus. Mr. Seeb described the three conceptual renderings for the southeast transit village, all of which Commissioner Bier described as viable. Commissioner Bier expressed a desire to keep all transit circulator terminus options open and stated that Olmsted County expects the transit villages to include housing and other amenities. Chair Rybak suggested an amendment stating that Resolution C does not preclude consideration of the Seneca Foods site as a potential transit circulator terminus. Commissioner Bier moved approval of the amendment. Council Member Campion seconded. Ayes (7), Nays (0). Amendment approved. Chair Rybak stressed that promptly advancing the evaluation and development of the transit circulator is necessary to avoid potential traffic and development concerns. Chair Rybak also suggested that the experience and speed (generated using dedicated right- of-way) expected of the transit circulator can be achieved by the recommended route and mode. Chair Rybak suggested that the recommended route and mode will achieve the same transportation goals as other, more costly options while also reserving DMC capital resources to improve user experience. Chair Rybak complimented Olmsted County for 4 its intention to support development of the southeast transit village, including affordable housing and other potential uses. Mayor Norton agreed with Commissioner Bier’s stated intention to include housing and other development in the transit villages but noted that there is no formal commitment from any party to do so. Mayor Norton also suggested that the sale or lease of the transit village sites at market rate could limit the opportunity to incorporate affordable housing into the development. Mayor Norton expressed her concern that the public transit circulator will primarily serve Mayo Clinic employees while shifting the responsibility of providing that service to the public. Mr. Williams cited examples of the successful integration of rapid transit lanes in transportation networks and emphasized the potential catalytic economic development effects that the establishment of dedicated rapid transit lanes may have. Mr. Williams also suggested that any DMC financial support provided as a part of the development of the transit villages could be contingent upon the development of affordable housing. Chair Rybak noted that the proposed transit villages are currently outside of the DMC Development District and that the Board would need to discuss amending the district boundary in order to allow for the use of DMC financial resources. Council Member Campion proposed amending Resolution C to affirm the DMCC Board’s intent to support the development of affordable housing at the transit village sites. The friendly amendment was accepted by Mr. Dougherty, the author of the motion to approve Resolution C. General Counsel Lamb suggested an additional friendly amendment to strike the reference to the Rochester-Olmsted Council of Governments from Resolution C. Mr. Dougherty accepted the friendly amendment. Council Member Campion requested that staff accelerate transit circulator branding. Resolution C: Approving Downtown Circulator Locally Preferred Alternative Chair Rybak called for the vote on Resolution C as amended. Ayes (6), Nays (1). Motion approved. IX. 2020 DMCC Funding Request Resolution D: Approving the 2020 DMCC Funding Request and Authorizing Transmittal Commissioner Bier moved approval of the resolution. Council Member Campion seconded. Ayes (7), Nays (0). Motion approved. X. EDA: Updates. Lisa Clarke, EDA Executive Director, provided brief DMC updates, including development of the Heart of the City business support strategy, the presentation of Heart of the City art and artists, and the upcoming opening of the first Chateau Theatre exhibit. Ms. Clarke also described Discovery Square business retention and engagement strategies. Additional updates will be provided at the November 12, 2019 meeting. 5 XI.DMCC 2019 Budged: Year-to-Date Update. Commissioner Bier reported that the DMCC is within budget for the year. XII. Meeting Schedule: A.Next Regular Meeting: November 12, 2019 at 9:30 A.M. XIII.Adjournment. Council Member Campion moved adjournment of the meeting. Mr. Williams seconded. Ayes (7), Nays (0). Motion Approved. 1168070.DOCX 6 Targeted Business, Workforce Participation and Prevailing Wage Strategic Update To: DMC Corporation Board From: DMC EDA Staff Date: November 6, 2019 Update: Below are the results of the DMC project’s targeted business (women and minority-owned business enterprises (WMBE)) and workforce participation goals from 11 projects spanning from April 2017 through August 2019. Regarding targeted business goals, the City of Rochester has a goal of 4% participation. Through August 2019, targeted businesses have a 6.5% participation rate on construction, and a 5.2% participation on professional services and construction administration. Both of these participation rates exceed the goal. Regarding workforce participation, the City of Rochester set a 6% goal for the participation of women and a 4% goal for the participation of minorities. Through August 2019, women have 3.9% of the total hours on construction projects and minorities have 12.7% of total hours on construction projects. The participation rate for women is not quite meeting the 6% goal, while the participation of minorities is exceeding the 4% target. On the professional services and construction administration side regarding workforce participation, women have a 32.8% participation rate and minorities have a 6.5% participation rate. Both rates exceed the City’s workforce participation goals. Other items of note: 1. DMC projects include a prevailing wage requirement. To date, the average base hourly rate for construction work on projects is $39.11 plus fringe benefits. 2. 54% of wages paid to date which totals $13,268,719 have been paid to workers regionally in zip codes starting with 559XX. Background: In the DMC statute, there are several requirements for projects receiving public dollars. 1. Projects must use American-made steel 2. Projects must pay a prevailing wage for construction workers as determined by the state of Minnesota 3. The City of Rochester set targeted business, workforce participation and preference for the selection of small business and veteran owned business enterprises. The goals are outlined below: a. Targeted Business: 4% participation based on the total value of the construction project for women owned business and minority owned business. These goals are for design and construction administration services as well as construction. 7 b. Workforce Participation: 4% participation for minorities and 6% participation for women. These goals are for professional services and construction administration services as well as construction. Next Steps: To further increase participation rates of targeted businesses and workforce on DMC projects, four priorities have been identified that are outlined below. 1. Build capacity of Targeted Businesses located in Southeastern Minnesota · Assess gaps with existing subcontractors to determine market opportunity. · Recruit women and minorities from workforce to start their own companies. · Host workshops to educate entrepreneurs, provide consulting services for WMBVE certification process and assist with bid process to win contracts on DMC projects. 2. Evaluate the City of Rochester DMC Construction Workforce Participation to align with Minnesota Department of Human Rights goals for Southeast Minnesota. 3. Promote trades careers to under-employed, women, minorities and youth: · Present at Workforce Development, Inc. construction trades training program. · Participate in National Association of Women in Construction (NAWIC). · Engage with ethnic communities and leaders. · Support construction career fairs. · Create a more welcoming work environment to retain women and minorities in construction. 4. Learn best practices for recruiting and training workforce 8 Heart of the City—Peace Plaza + Chateau To: DMCC Board of Directors From: DMC EDA Staff Date: November 6, 2019 Update & Next Steps Peace Plaza a) 2020 Capital Improvement Plan Approval of 2020 CIP by DMC EDA, City Council, and DMCC will support construction implementation in 2020-2021. · Approval of 2020 CIP: October 18, 2019 · Completion of “Business Forward” construction documents: November 2019 · Project bidding: November – December 2019 · Project construction: 2020-2021 · Business support strategies in place and operational b) Business Forward Construction Phasing and Engagement Strategy Heart of the City public realm improvements will have long-term economic benefits. In the near-term, these projects will likely impact accessibility to adjacent businesses. DMC EDA is leading the development of a “Business Forward” construction approach, designed to minimize negative impact on nearby businesses through improved construction communications, scheduling, and pace. This plan is being developed in collaboration with Heart of the City businesses and community partners. Chateau Theatre · Exhibits Development Group (EDG) was selected to be the operator of Chateau Theatre · MAGICAL HISTORY TOUR | A BEATLES MEMORABILIA EXHIBITION will be the first exhibit at the Chateau and is anticipated to be open late fall · Capital improvements are in progress (enhanced lighting, etc.) · EDG has started their outreach strategy in Rochester and are working with a variety of stakeholders in the community. 9 Background Public Realm The DMC led design team completed the Schematic Design for Heart of the City in 2017. It was received by the Community Advisory Committee, DMC EDA, DMCC, and City Council. In order to capitalize on the opportunity created by the private redevelopment of the Wells Fargo building, DMCC authorized and the City approved the use of CIP funds to advance the detailed design for First Ave. and the east end of Peace Plaza in March 2019. During the Schematic Design Reconciliation phase of Heart of the City Phase 1 Coen + Partners, DMC EDA, and City of Rochester have made great progress in establishing design direction for First Ave., Theatre Square, the Wells Fargo building, and artist integration into the project. DMC EDA and the City of Rochester were authorized to execute a contract with Coen + Partners to proceed with design development documents. Design development documents were approved in May/June 2019 by DMC EDA, DMCC and the Rochester City Council. Chateau Theatre 2015 1. DMCC approved acquisition of Chateau Theatre as “public infrastructure project” 2. Rochester City Council authorized purchase of Chateau Theatre 3. Mayor Ardell Brede formed Chateau Theatre Reuse Task Force 2016 1. City finalized purchase 2. Task Force organized its work around three milestone recommendations: Reuse, Design, Management and Governance 3. Consultant team of Miller Dunwiddie and Webb Management retained 4. Task Force concluded: -Reuse as a multipurpose performing arts center -Redesign within current footprint of the building and under the alleyway -$23+ million cost estimate -Management and programming by City Music Department, with ongoing operation loss 5. City Council received report and asked for the following: -Further discussion with adjacent property owners to explore opportunities -Consideration of alternative sources of funding, inclusive and in addition to DMC funds -Further study of the business plan, avoiding ongoing operating loss 2017 1. City staff modify proposed income and expense model, still resulting in on-going operating loss 2. Task Force recommended inclusion of the Chateau costs in the future CIP budget, for presentation to DMCC 3. DMCC Report and Recommendation, November 2017 -Advance Chateau Theatre as a multiuse performing arts center, but consider a less capital intensive restoration model -Develop a strategy to diversify capital funding sources -Ensure a sustainable ongoing management, programming, and operations plan -Build relationships to adjacent development -Consider ideas for interim use and activation 10 -Preliminary CIP authorization 4. Discussion at DMCC meetings: -Would like to see an alternative to the overall plan currently on the table -Specifically, less capital intensive and alternative management/programming model 2018 1. In March 2018, DMCC authorized use of CIP funds for design costs and capital improvements to Chateau Theatre to a) secure and protect the building; b) bring it up to code so that it can be used for “assembly” purposes; and c) design eventual integration with Peace Plaza and Wells Fargo building. 2. City of Rochester retained Miller Dunwiddie to develop construction and bid documents. 3. The three construction bids that were received exceeded the estimated amount. City staff recommended the denial of the bids and an alternative approach to rebid. On August 20, 2018 City Council voted to reject the bids. 4. A second construction bid process is underway- the roofing portion of the project and the interior work was kept in one bid package. Request for proposals ends October 31, 2018 and will be reviewed by City Council for a decision on November 5, 2018. 2019 1. Construction demolition (second story/escalator removal) along with other interior work has begun. Roofing has also begun. 2. Proposals regarding programing and operations for the venue received 3. City Council selected EDG (a St. Paul-based, woman-owned cultural organization specializing in venue programming and cultural, entertainment, and educational exhibits) for interim (3-5 year) management 11 Discovery Square To: DMCC Board of Directors From: DMC EDA Date: November 6, 2019 Background The DMC Discovery Square (DS) sub-district is a live-work-play environment positioned immediately south of the Heart of the City sub-district. This update focuses on each of these three elements. Living in Discovery Square · Recent activity: o The Residence Discovery Square opens soon with residential and retail space. o The Maven has occupied residential units and includes residential and retail space. · Next steps o Assist with creating market awareness of residential and retail opportunities for all Discovery Square properties as appropriate. Playing in Discovery Square · Recent activity: o Prototyping activities took place prior to the DMC Annual Meeting on Sept 19th. Community input was collected during the prototyping activities and a briefing document summarizing the survey results followed this memo. · Next steps o Launch Design Development in 2020, aiming for 2021 construction. Working in Discovery Square · Recent activity: o Supporting and developing various talent and entrepreneurship programming o Hosting several Design Thinking Workshops on regional university campuses this fall as part of the run-up to for the Assistive Tech Challenge 2.0 to be held in 2020. Feedback from participants (the workshops have secured 120+ registrants) has been overwhelmingly positive. o New businesses announced for placement in the sub-district: § RION – Mayo Clinic startup, in One Discovery Square (announced) § BioSig – Partner to Mayo Clinic, in Conley-Maass-Downs building (announced) · Next steps o Launch planning for 2019 AT Challenge 2.0 with regional strategic collaborators. o Develop new Discovery Square business community integration programming. o Develop a plan for bridge space into which businesses can move between the openings of One Discovery Square and Discovery Square Two. o Consider low cost space for startup companies; the 2020 DMC EDA operating budget includes space funding 12 Destination Medical Center Economic Development Agency Goals of the Sept 19th 2019 Discovery Walk Prototyping 1. Create awareness of Discovery Walk in the general community and specific constituencies. 2. Test space elements by engaging the public in developing and/or evaluating various concepts. 3. Generate community support for continuing the development of Discovery Walk. 4. Utilize feedback to refine prototypes used in testing in 2020. Success Metrics 1. Number of concepts and organizations collaborating with DMC to develop concepts/events for this project. a. Twenty-two collaborators/partners b. Ten different elements were exhibited 2. Survey feedback from collaborators. a. Outcome – TBD 3. Outside (non-DMC) resources raised (cash and in-kind) to execute on these projects. a. Estimated ~$8,000 value of in-kind contributions to the Discovery Walk prototyping 4. Media visibility, as measured by number of articles, number of publications writing articles, etc. a. At least 6 online news articles with Discovery Walk details, reaching a combined total of more than 884,000 b. Mentioned at least 22 times on local news broadcasts, reaching a combined total of more than 131,000 5. Survey feedback from community members who engage in the prototypes. a. 197 survey responses b. 44% of survey respondents neither live nor work in downtown Rochester. c. 50% respondents had little or no prior awareness about Discovery Walk d. 94% of survey respondents indicated Discovery Walk would positively impact on the downtown Rochester experience 6. Street and sidewalk usage measurements taken before, during and after Sept 19th. a. “Before” measurements not done. Pedestrian and vehicular counts being considered, as well as some environmental studies (noise and air quality measurements) 13 Destination Medical Center Economic Development Agency Awareness of Discovery Walk Prior to Sept 19 event Impact of Discovery Walk on the Downtown Experience Working and/or Living Downtown 14 Destination Medical Center Economic Development Agency What did you like about the Discovery Walk Experience today? 15 Destination Medical Center Economic Development Agency What features would you like to see along this parkway (consider all four seasons)? Attribute Count Winter Access 39 Landscaping 29 Seating 24 Art 19 Universal Access 15 Food 15 Play 10 Water 10 Gathering Space 10 Parking & Transportation 7 Music 7 Accommodate Pets 7 Retail 6 Showcase Innovation 1 16 Destination Medical Center Economic Development Agency What other feedback or comments would you like to share with us? 17 Destination Medical Center Economic Development Agency 18 Transportation To: DMCC Board of Directors From: DMC EDA Staff Date: November 6, 2019 Update & Next Steps: Transit Circulator and Villages The DMC Corp. board and Rochester City Council approved the Locally Preferred Alternative (LPA) for the transit circulator. This includes a route, connecting a future transit village at Cascade Lake to a future transit village at Olmsted County-owned property on U.S. Highway 14 via Second Street SW and South Broadway, and mode, consisting of high amenity rapid transit (electric bus vehicles). Staff will now begin the engineering and environmental analyses and formalize agreements with property owners with the intent to submit a Federal Transit Administration grant application by September 4, 2020. In addition to the proposed mobility hubs DMC EDA and the City of Rochester have been identifying additional sites for park and ride concepts. Options will be presented at upcoming DMC meetings. Background: Overview The DMC state statute provides for the establishment of the DMC Development District (“District”) for the purpose of guiding public investment and facilitating DMC public infrastructure projects. The DMCC and Rochester City Council adopted the DMC Development Plan (“Plan”) in spring 2015. The Plan included a transportation vision focused on access and mobility that would reduce private vehicle dependency while improving multi-modal travel connections. The vision provided for: - Transit services connecting the District to the community and the region - Downtown transit circulator - Network of bike facilities providing connections to District destinations and across the District - Safe walkable streets - Convenient, high-turnover downtown parking - Long-term, low-turnover peripheral/remote parking with convenient downtown connections DMC Development Plan transportation strategies needed further study and refinement, including: - Capital investment needs and services - Refinement and updates of the planning-level vision - Assessment of options and details of proposed transportation solutions - Ensuring transportation projects best serve the needs of the City and the District - Ensuring cost-effective solutions 19 Integrated Transit Studies To address these needs identified in the DMC Development Plan, the Rochester City Council authorized the DMC Integrated Transit Studies (“Transit Studies”). The Transit Studies assessed detailed alternatives for vehicular, transit, pedestrian, and bicycle travel in order to support the goals of the DMC Development Plan. The Transit Studies were completed in four parts: Downtown Transit Circulator; Street Use and Operations; Parking and Travel Demand Management; and City Loop. The Transit Studies have led to the preparation of the ITS Final Report and supporting documentation for each study. The ITS Final Report provides: - A framework for refining the transportation solutions and strategies needed to advance DMC - The basis for development of a DMC Transportation Strategy and Implementation Plan that supports economic development and the realization of the DMC vision In June and July, 2018, DMCC and City Council, respectively, accepted the ITS Final Report as a framework for the development & implementation of the DMC Development Plan transportation vision. In accepting the ITS Final Report the DMCC and City Council supported the conclusions and recommendations of the study, subject to following points of clarification: 1. Mobility Hub A & B locations. 2. BRT circulator route. 3. ITS Final Report phasing. 4. Right-of-way impacts on private property. 5. Alternative uses of general purpose vehicle travel lanes. 6. Parking space replacement. Mobility Hubs To begin work to clarify and finalize Mobility Hub A & B Locations, five criteria were shared with the DMCC Board at the November 13th, 2018 Board Meeting. The five criteria are the following: 1. Accessibility (Ability to get to and from the site) 2. Route efficiency (Speed / ridership, etc) 3. Economic Development Opportunity (within the site, and along the route) 4. Site Acquisition (Costs, timing, etc.) 5. Relationship to existing amenities Mobility hubs locations have been identified: West mobility hub: Mayo Clinic-owned property on Second Street SW at Cascade Lake East mobility hub: Olmsted County-owned property at Seneca Foods/Graham Park MOU’s between the City and Mayo Clinic and the City and Olmsted County have been developed, setting parameters and expectations for development of the mobility hubs. 20 Parking and Transportation Management Authority (TMA) In February 2019, Parking Ramp 6, the newly developed downtown ramp behind the Hilton, opened. In April 2019, the Arrive Rochester Transit Management Association (TMA) ran a campaign focused on encouraging people to carpool and recruit new members. Usership almost doubled over the course of the campaign. In May 2019, a biking-focused campaign was held. DMC EDA and the City are beginning to discuss the long-term Arrive Rochester organization plan. Currently, the DMC and City are contracting with UrbanTrans to provide TMA services. Arrive Rochester campaigns promoting a variety of mobility types are planned throughout the rest of 2019. As a test of micro-mobility options, the City of Rochester contracted with Lime to bring electric scooters into the city. This was launched on August 1, 2019 and will remain in effect until November 1, 2019. City Loop Bids for expected 2019 City Loop projects came in 64% over budget. City and DMC EDA staff are reviewing options. Street Typology A grand opening event for the Fourth Street SW reconstruction projects was held on August 29, 2019 showcasing the new landscaping, protected bike lanes, and other final finishes. The final portion of the Second Street SW reconstruction (11th-16th Ave.) is being designed, with construction slated for 2021-22. The design concepts will be tested during a demonstration project in the summer of 2020. 21 22 A. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ___-2019 Amending Prior Approval of Downtown Circulator Locally Preferred Alternative and Revising Project Development Funding for the Entry Letter into the Federal Transit Administration’s Small Starts Program BACKGROUND RECITALS A. On October 18, 2019, the Destination Medical Center Corporation (“DMCC”) considered the route alignment and mode for the downtown transit circulator (the “Downtown Circulator”) and adopted a locally preferred alternative (“Locally Preferred Alternative”) for route and alignment (2nd Street and Broadway) and mode (bus rapid transit, or “BRT”), subject to approval by the City of Rochester (the “City”) (Resolution No. 87-2019). The City subsequently approved the Locally Preferred Alternative on October 21, 2019. The DMCC also adopted a joint staff recommendation from the City and the Destination Medical Center Economic Development Agency (“EDA”), and approved $3.872 million from the 2020 Capital Improvement Plan for the further design, engineering, environmental studies, additional analysis and application to the Federal Transit Administration Small Starts Program (the “FTA Small Starts Program”) for funding of the Downtown Circulator. The DMCC further acknowledged that the Five Year Capital Improvement Plan contained $7.59 million for furthering the project in 2021. B. Staff has learned that additional transit projects identified in the Five Year Capital Improvement Plan may be eligible for funding through the FTA Small Starts Program. By memorandum dated November 6, 2019 (attached, Exhibit A), City and EDA staff now recommend that three additional project features be added to the application for the FTA Small Starts Program: 2nd Street Reconstruction and Streetscape; Saint Marys Transit Center and Subway Connection; and the East Parking Ramp (the “Additional Proposed Project Features”). Staff also recommend that the Five Year Capital Improvement Plan be amended to increase the 2021 budget to reflect an additional $2.343 million to proceed with the next stages of development and engineering arising from the Additional Proposed Project Features, in order to include them in the Entry Letter into the FTA Small Starts Program. RESOLUTION NOW THEREFORE, BE IT RESOLVED, by the Destination Medical Center Corporation Board of Directors that it approves the addition of the following three project features (2nd Street Reconstruction and Streetscape; Saint Marys Transit Center and Subway Connection; and the East Parking Ramp), previously identified in the Five Year Capital Improvement Plan, for inclusion in an entry letter along with the Downtown Circulator Locally Preferred Alternative, to the FTA Small Starts Program, subject to approval by the Rochester City Council. 23 2 BE IT FURTHER RESOLVED, that staff is directed to proceed with the engineering, project development and other studies necessary to prepare the submission of the Additional Proposed Project Features to the FTA Small Starts Program. BE IT FURTHER RESOLVED, that the Five Year Capital Improvement Plan is amended to include the total 2020-2021 budget in the amount of $13.805 million, for the further design, engineering, environmental studies, additional analysis and application to the FTA Small Starts Program, and is approved in the amount of $3.872 million in the 2020 Capital Improvement Plan, and in the amount of $9.933 million in the 2021 Capital Improvement Plan, subject to approval by the Rochester City Council. BE IT FURTHER RESOLVED, that staff is directed to recommend a revised Five Year Capital Improvement Plan budget to reflect this amendment, encompassing the Downtown Circulator Locally Preferred Alternative and the Additional Proposed Project Features, and submit it to the DMCC at its next regular Board meeting, for its consideration and subsequent consideration by the Rochester City Council. BE IT FURTHER RESOLVED, that upon receiving a request from the City to modify the Development District to incorporate the Downtown Circulator Locally Preferred Alternative or the Additional Proposed Project Features, as set forth above, the Executive Committee is authorized to commence the modification process under Minnesota Statutes Section 469.43, subdivisions 1 and 4, including submitting the proposed modification to the City, making it available to the public, and arranging a public hearing. Any proposed modification will be considered by the DMCC after City approval and after holding a public hearing. BE IT FURTHER RESOLVED, that the further evaluation, analysis, planning and recommendations with respect to the Downtown Circulator Locally Preferred Alternative and the Additional Proposed Project Features, including preparation for and submission to the Federal Transit Administration, are deemed to be arising from and in furtherance of the Integrated Transit Studies, and the DMCC approves this work as a public infrastructure project within the meaning of Minnesota Statutes Section 469.40, subdivision 11, and consistent with the Development Plan. BE IT FURTHER RESOLVED, that the Executive Committee is authorized to take such actions as are necessary and appropriate to effectuate the terms of this resolution and the timely progression of the approval process. 1169264-2.DOCX 24 November 6, 2019  TO: Destination Medical Center Corporation Board of Directors  FROM: Patrick Seeb, DMC Director of Economic Development and Placemaking  Aaron Parrish, Deputy City Administrator  RE: Revised Entry Letter Resolution  The Destination Medical Center Corporation (October 18th, 2019) and Rochester City Council (October  21st) have adopted resolutions approving the locally preferred alternative for a high amenity Rapid  Transit Line on Broadway and 2nd Street Southwest.  In addition to the locally preferred alternative,  funding was designated in the resolution to complete project development and the necessary  environmental review in 2020.    Since those approvals were granted, staff determined that additional transit projects identified in the  DMC Five Year Capital Improvement Plan (CIP) may be eligible for funding through the FTA Small Starts  Program.  We recommend that three additional project features be added to the entry letter for the FTA  Small Starts Program:  2nd Street Reconstruction and Streetscape; Saint Marys Transit Center and  Subway Connection; and the East Parking Ramp.  Staff also recommend that the Five Year DMC CIP be  amended to increase the 2021 budget to reflect an additional $2.343 million to proceed with the next  stages of development and engineering arising from the inclusion of these projects in order to have  them reflected in the Entry Letter into the FTA Small Starts Program.  Below is a summary of the funding that was authorized and the requested revision:  Project Development Funds  Authorized  2020 2021  Original Resolution $3,872,000 $7,590,000  Requested Revision $3,872,000 $9,933,000  Including these projects in the FTA entry letterdoes not obligate the DMC Corp. board  to proceed with a  specific project feature, but it does define the full scope that will be considered during the  environmental review.  Final DMCC‐approved project features will need to be reflected in the Small  Starts application to the FTA in September 2020.  (;+,%,7$ 25 Affordable Housing Update To: DMCC Board of Directors From: DMC EDA Staff Date: November 4, 2019 Update: At the October 18, 2019 DMC Corp. special meeting, the DMC Corp. board of directors formally approved its intention to incorporate affordable housing into the development of the transit villages. DMC EDA staff have met with City of Rochester and Commonbond staff to provide advice and input regarding the proposed development of affordable housing atop Parking Ramp #6. Community partners, including Olmsted County, the Coalition for Rochester Area Housing, DMC EDA, and the City of Rochester, are refining a community affordable housing strategy that should assist in determining appropriate and feasible roles and responsibilities for each partner in the development of affordable housing. Updates will be provided at future DMC Corp. board meetings. Background: In November 2018, the DMCC board of directors approved an affordable housing workplan: Objective A: Strategy Development 1.Evaluate the current progress and needs for affordable housing in Rochester 2.Identify DMC District parcels that are promising for equitable development including the creation of a tool that maps amenities and transit stops to support housing 3.Confirm the statutory opportunities available to the DMC for affordable housing development 4.Identify and leverage community partner support in strategy development Continue to engage in community groups and activities related to a workforce housing strategy 5.Develop and share goals for affordable and senior housing 6.Create an affordable housing and senior housing strategy for the DMC project Objective B: Project Development 1.Attract and recruit affordable housing developers to DMC District and Rochester market 2.Partner with the City to evaluate opportunities for property within the DMC District 3.Coordinate with other priorities/plans including public realm and transportation planning 4.Identify and leverage public and private partner support in project execution 26 PROGRESS TO DATE: 1. Strategy Development a. Evaluating current needs: DMC EDA, Olmsted County, the City of Rochester and Rochester Area Foundation engaged in an effort to identify Rochester affordable housing progress and needs. Maxfield Research has been asked for a scope of work to update the findings from the 2014 Affordable Housing needs report. The requested scope includes a report on the impact of new affordable and workforce housing, the role of smaller housing options like triplexes and quadplexes, and a recommendation for a target number of affordable and workforce housing units across the City, including the DMC District. b. Parcel analysis: In early 2019, DMC EDA worked with Visible City to identify DMC District parcels that would provide for a successful affordable housing development. A “heat map” indicating the proximity of these parcels to community services, including schools, grocery stores, childcare facilities, transit stops, bikeways, trails, and parks, was shared at the May 2019 DMC EDA board meeting. c. Engage with and leverage community efforts: The DMC EDA continues to work with community groups, including the Rochester Housing Coalition and meetings with local faith communities interested in developing affordable housing, to develop DMC specific goals by the end of 2019. 2. Project Development a. Attract and Recruit Developers i. February 2019: The City, County and DMC EDA hosted Commonbond to discuss current and future affordable housing opportunities. ii. April 2019: DMC EDA and the Minnesota Real Estate Journal hosted a Rochester Real Estate Summit attended by nearly 300 developers, real estate businesses and other interested parties. In an effort to identify potential developers/partners, the agenda included an update on Rochester affordable housing needs. b. City Property Opportunities: The DMC EDA assisted the City in developing a request for proposals (RFP) for a development above Parking Ramp #6, a DMC supported project. In July 2019, the City, County, DMC EDA interviewed two potential developers who responded to the RFP. A recommendation was presented at the September 4, 2019 Rochester City Council meeting for Commonbond, a Twin Cities-based non-profit affordable housing development company, to develop the mixed income housing project above the parking garage. Commonbond’s approach to the project, which included a mixed income approach providing a range of rent opportunities beyond the 55-60% AMI target largely provided by other projects. The proposal also includes tenant support services. Key Project Highlights: · High-rise construction above Parking Ramp 6 · 127 units total – 13 studio, 76 one-bedroom and 38 two-bedroom · Rents between 30% - 80% area median income (AMI) o Studio rent range: $92 - $1,314 o Income averaging approach is first in Rochester · Anticipated completion: Early 2023 c. Coordination with other planning and development: The DMC EDA and City are ensuring that affordable housing activities are coordinated ongoing public realm and transportation projects, including during the early evaluation of transit circulator route and transit village sites. Further, 27 the City of Rochester was awarded a grant to study Transit-Oriented Development (TOD) opportunities associated with the transit circulator. SOM has been selected to lead this effort. The TOD study will highlight Rochester market opportunities and recommend a development, public realm, and branding strategy along the circulator route and at station locations. Adjacent neighborhoods and other impacted populations will be engaged throughout this process. 28 29 DMC Development Plan Five-Year Update To: DMCC Board of Directors From: DMC EDA Staff Date: November 6, 2019 Update and Next Steps DMC EDA are recommending a proposed scope, budget and timeline to complete the update of the DMC development plan required by the State of Minnesota’s DMC statute. A resolution and staff memo detailing the DMC EDA recommendation are included in the November 2019 DMCC board materials. Background In accordance with the DMC Act, the DMC EDA is planning to propose updates to the DMC Development Plan in 2020. These efforts will ensure that the plan: • Meets the statutory requirements of the DMC Act • Reflects the successful implementation of DMC to-date • Provides the strategic framework necessary to achieve DMC mission and goals • Incorporates and/or complements other planning documents and strategies which may impact DMC • Addresses community priorities, including affordable housing and workforce development • Creates opportunity to reaffirm primary mission, vision, and purpose of DMC initiative and tools The DMC EDA has secured the assistance of the Minnesota Design Center to conduct a review of the DMC Development Plan and subsequent and complementary plans, interview key economic development stakeholders, and work with DMC EDA staff to develop a proposed scope, budget and timeline for the update. • July-August 2019: Review of planning documents • July 25-26 2019: Group interviews with economic development stakeholders (City, County, RAEDI, Mayo Clinic, Downtown Rochester, Rochester Area Builder, Rochester Area Chamber of Commerce) • September 2019: 2020 CIP approval (includes funding for development plan update) • October 2019: DMC Development Plan scope refinement Additionally, DMC EDA staff are evaluating opportunities to create efficiencies in the update process by aligning ongoing planning efforts, including USDOT BUILD Grant TOD planning and regional affordable housing efforts. B. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ___-2019 Providing Final Approval for the Expenditure of Funds from the 2020 CIP Budget for the Five Year Update to the Development Plan BACKGROUND RECITALS A. Pursuant to Minnesota Statutes, Section 469.43, the Destination Medical Center Corporation (“DMCC”) was required to prepare and adopt a development plan (“Development Plan”) to guide the work of the DMCC for the development of the City of Rochester (the “City”) as a destination medical center. The Development Plan was adopted by the DMCC on April 23, 2015. B. The statute provides that the DMCC may modify the Development Plan at any time, but must update the Development Plan not less than every five years. Any modification or update to the Development Plan must be adopted by the DMCC upon the notice and after the public hearing and findings required for the original adoption of the Development Plan, including approval by the City. C. In the 2020 Five Year Capital Improvements Plan, (the “2020 CIP”) approved by the DMCC on October 18, 2019, the DMCC preliminarily approved the budget necessary to support the update to the Development Plan in the amount of $1,000,000, and found that the update to the Development Plan and other projects itemized in the CIP were public infrastructure projects, consistent with the Development Plan. The DMCC reserved the right to grant final approval of funding of certain projects, including the update to the Development Plan, upon final determination of scope, costs and availability of funds. D. Staff for the Destination Medical Center Economic Development Agency (“EDA”) now request that the DMCC give final approval of an amount not to exceed $1,000,000 from the 2020 CIP budget to prepare the update to the Development Plan; such request as set forth in Exhibit A, attached. RESOLUTION NOW THEREFORE, BE IT RESOLVED, by the Destination Medical Center Corporation Board of Directors that the five year update to the Development Plan, as required by Minnesota Statutes, is a public infrastructure project and the budget for its preparation is hereby approved in an amount not to exceed $1,000,000. BE IT FURTHER RESOLVED, that the Board requests the City and EDA staff for regular updates with respect to this work. 1168073-2.DOCX 30    Destination Medical Center Economic Development Agency  EXHIBIT A November 6, 2019    MEMO    TO:  Board of Directors, Destination Medical Center Corporation    FROM:  Lisa Clarke, Executive Director, DMC EDA   Patrick Seeb, Director of Economic Development and Placemaking, DMC EDA    RE:  DMC Development Plan Five‐Year Update      Introduction    The creation, adoption, and periodic update of the DMC development plan are requirements of the State of Minnesota’s DMC statutes. Specifically, the statutes require that the plan be updated not less than every five years and that the private, not-for-profit DMC EDA be incorporated to “assist the corporation and city in implementing the goals, objectives, and strategies in the development plan including…drafting and implementing the development plan.” The DMC statutes also necessitate that the DMC development plan:  Provide an outline for the development of the city as a destination medical center, and be sufficiently complete, including the identification of planned and anticipated projects, to indicate its relationship to definite state and local objectives  Afford maximum opportunity, consistent with the needs of the city, county, and state, for the development of the city by private enterprise as a destination medical center  Conform to the general plan for the development of the city and is consistent with the city comprehensive plan  Include strategic planning consistent with a destination medical center in the core areas of commercial research and technology, learning environment, hospitality and convention, sports and recreation, livable communities, including mixed-use urban development and neighborhood residential development, retail/dining/entertainment, and health and wellness  Include estimates of short- and long-range fiscal and economic impacts  Provide a framework to identify and prioritize short- and long-term public investment and public infrastructure project development and to facilitate private investment and development, including the criteria and process for evaluating and underwriting development proposals  Include information regarding: o Land use planning o Transportation and transit planning o Operational planning required to support the medical center development district o Ongoing market research plans The current DMC development plan, adopted by the City of Rochester and DMC Corporation in 2015, has been formally modified once to incorporate the entirety of Alatus’ Berkman Apartments development into the DMC development district. 31    Destination Medical Center Economic Development Agency  Additionally, the DMC Corporation and City of Rochester have approved/endorsed other plans and policies that have substantially advanced or augmented the DMC development plan, including Rochester’s “Planning 2 Succeed” city comprehensive plan, the DMC Integrated Transit Studies, the DMC district design guidelines, market demand research, energy and sustainability action plans, and several public space plans. In order to fulfill the statutory requirements described above, the DMC EDA has engaged with our economic development partners, City of Rochester and Olmsted County professional staff, and other community members to determine the appropriate scope, budget, and timeline for preparing and recommending updates to the DMC development plan. These efforts have been aided by the University of Minnesota’s Minnesota Design Center, whose staff have assisted in research; assessment of similar economic development initiatives; aggregation of DMC, City, County, regional, and partner planning and strategy documents; and more detailed efforts to inform DMC EDA’s scope, budget, and timeline recommendation. In October 2019, the DMC Corporation board of directors unanimously approved the 2020 DMC funding request, which included the DMC Development Plan update in the 2020 DMC EDA workplan and 2020 DMC capital plan. The Rochester City Council unanimously approved the 2020 DMC funding request in November 2019. Scope, Budget, and Timeline Recommendation The DMC EDA recommended scope, timeline, and budget is outlined below. The DMC EDA recommends updating the DMC development plan so that it:  Meets DMC statutory requirements  Reflects the DMC’s successful implementation to-date  Provides the strategic framework and organizational model necessary to achieve DMC mission and goals  Incorporates, references, and/or complements other planning documents and strategies which may impact DMC  Addresses community priorities, including affordable housing and workforce development  Creates opportunity to reaffirm DMC’s primary mission, vision, and purpose The DMC EDA recommends adopting an updated plan no later than the November 19, 2020 meeting of the DMC Corporation board of directors. In the meantime, the DMC EDA will provide regular updates to the DMC Corporation board and Rochester City Council and intends to present a recommended DMC development plan to the DMC Corp. board by summer 2020. In order to meet this scope and timeline, the DMC EDA will utilize, and not exceed, the CIP funding approved for the plan update in the 2020 DMC funding request. 32 Destination Medical Center Economic Development Agency 2019 Workplan Status Updates: October 25, 2019 33 Executive Summary In 2019, 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 To date, the DMC Corporation board of directors has made strategic investments in public realm planning and design, including Heart of the City and Chateau Theatre, Saint Marys Place, and Discovery Walk; the development of Discovery Square; transportation; energy and sustainability; targeted marketing; meaningful public engagement; and significant private development projects. These investments are direct examples of the successful implementation of the DMC Development Plan. This work plan outlines the objectives and allocates the resources necessary to capitalize on these public investments; continue to pursue private investment and development opportunities; implement business and workforce recruitment and retention activities; and exceed patient, visitor and resident experience expectations in order to achieve DMC’s twenty-year goals. To this end, several significant one-time activities and targeted new investments have been incorporated into the work plan, including: o Advancing Heart of the City public space for construction o Programming Discovery Square in support of new business development o Activating Chateau Theatre reuse 34 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 2019 DMC EDA work plan serves 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 work plan address 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 and enactment of the DMC legislation. 35 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 Goals 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 Priorities Transportation Heart of the City Discovery Square Economic Development -Community Engagement -Experience -Workforce Development -Marketing & Communication -Energy & Sustainability -Affordable Housing 36 DMC Economic Development Agency 2019 Work Plan Updated: October 25, 2019 DMC Priority: Heart of the City Objective A: Project Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 Build a strong business relationship between the Wells Fargo project and public realm Q1-Q4 Lead 2 New private development growth underway (execute development recruitment strategy using updated market research) Q1-Q4 Lead 3 Building renovation complete for Chateau with operator identified Q1-Q2 Participate Objective B: Public Realm- Includes design, development and/or operational activities that result in active use of public spaces within the DMC District. Outcome Timeline Status Lead or Participate 1 Community embraced Heart of the City design (manage stakeholder group, manage design team, execute community engagement strategy) Q1-Q4 Lead Objective C: Experience/Programming- Includes design and operational activities that result in increased use of public amenities and private development opportunities. Outcome Timeline Status Lead or Participate 1 Community embraced Chateau Theatre vision (grand opening and activate the Chateau and Theatre Square) Q1-Q4 Lead 2 Evaluate ideas and concepts that support HoC public space (2 prototypes to test and evaluate ideas) Q1-Q4 Lead 3 New retail strategies tested (introduce pop up retail opportunities) Q1-Q4 Lead 37 DMC Economic Development Agency 2019 Work Plan Updated: October 25, 2019 DMC Priority: Discovery Square Objective A: Project Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 One Discovery Square: plan developed to have market rate shared office space, maker space, wet lab space available plus below-market startup space available Q1-Q3 Lead 2 Two Discovery Square: design completed and construction underway Q1-Q4 Participate Objective B: Public Realm- Includes design, development and/or operational activities that result in active use of public spaces within the DMC District. Outcome Timeline Status Lead or Participate 1 Discovery Walk: interim prototyping deployed Q1-Q4 Lead Objective C: Business Development- Includes activities related to formation, recruitment, growth and/or retention of businesses and the ecosystem needed to support those businesses. Outcome Timeline Status Lead or Participate 1 Community development: enable success of new businesses through intentional assimilation into the business and scientific community and introductions to key resources Q1-Q4 Lead 2 Programming: implement social, scientific and business programming that ensures success in building community, encouraging startups, and equipping business leaders Q1-Q4 Lead and Participate 3 Tenants: 1) One Discovery Square highly occupied; and 2) Business recruitment under way for all available spaces in the subdistrict. Q1-Q4 Lead 38 DMC Economic Development Agency 2019 Work Plan Updated: October 25, 2019 DMC Priority: Transportation Objective A: Project Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 Complete Phase 1 design and planning exercises for transit and infrastructure projects Q1-Q4 Participate 2 Complete Phase 1 design and planning exercises for pedestrian and bicycle system Q1-Q4 Participate 3 Evaluate a lid concept for the northwest mobility hub identified in the Transit Studies Q1-Q4 Participate Objective B: Public Realm- Includes design, development and/or operational activities that result in active use of public spaces within the DMC District. Outcome Timeline Status Lead or Participate 1 Integrate public realm and transportation design on 2nd Street Q1-Q4 Participate Objective C: Experience/Programming- Includes design and operational activities that result in increased use of public amenities and private development opportunities. Outcome Timeline Status Lead or Participate 1 Develop a measurement and monitoring system for transportation plan Q1-Q4 Participate 2 Communicate changes effectively and celebrate successes and share with the community Q1-Q4 Lead 3 Identify the next bike share system for Rochester Q1-Q4 Lead 4 Continue to introduce new ways of thinking and technology through participation in state-wide autonomous vehicle research Q1-Q4 Lead 5 Engage the developer community in transit-oriented development policy Q1-Q4 Lead 6 Identify strategies to encourage alternative commuting habits through participation in the Transportation Management Association (TMA) Q1-Q4 Participate 39 DMC Economic Development Agency 2019 Work Plan Updated: October 25, 2019 DMC Priority: Economic Development Objective A: Project Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 Complete review of development projects as proposed Q1-Q4 Lead Objective B: Business Development- Includes activities related to formation, recruitment, growth and/or retention of businesses and the ecosystem needed to support those businesses. Outcome Timeline Status Lead or Participate 1 Strong developer relationships built (support and attend: Rochester Real Estate Summit; ULI; ICLV; RECON; ICSC; APA; TIAACREF) Q1-Q4 Lead 2 Opportunities identified to create new revenue streams for public infrastructure and operations Q1-Q4 Lead 3 New retail strategy developed for DMC District Q1-Q4 Lead Objective C: Experience/Programming- Includes design and operational activities that result in increased use of public amenities and private development opportunities. Outcome Timeline Status Lead or Participate 1 Educate stakeholders and gain advocacy support (best practice research and site visit re. Heart of the City and Discovery Walk design elements, transportation and retail) Q1-Q4 Lead DMC Priority: Economic Development: Community Engagement Objective A: Community Engagement- Includes establishment of a community engagement strategy that builds a community of stakeholders that trust the DMC vision. Outcome Timeline Status Lead or Participate 1 Continue to identify and support community and regional partnerships that help to realize the vision of the DMC initiative (Chamber, RAEDI, SMIF, DEED, Greater MSP ect.) Q1-Q4 Lead 2 Continue to monitor and acknowledge new business activity and positive change in the DMC district though direct business and community engagement activities Q1-Q4 Lead 3 Build community awareness and ownership by hosting events that create opportunities for communicating progress, partnerships and future planning (4 Peace Plaza events, 1 annual meeting, DMC lobby talks) Q1-Q4 Lead 4 Develop visual acknowledgment of DMC private projects and the DMC presence in the public realm space Q1-Q4 Lead 40 DMC Economic Development Agency 2019 Work Plan Updated: October 25, 2019 DMC Priority: Economic Development: Experience Objective A: Experience- Includes implementing DMC patient, visitor, and community experience strategy that identifies the needs of the community while becoming the catalyst for change and fueling private sector and growth. Outcome Timeline Status Lead or Participate 1 Implement DMC experience strategy that includes experience framework, score card and monitoring metrics collaboratively with experience partners Q1-Q4 Lead 2 Determine and implement best practices in experience methodology Q3 Q4 Lead 3 Continue to implement new experience improvement projects in partnership with Mayo Clinic, Experience Rochester and Rochester Downtown Alliance Q1-Q4 Lead DMC Priority: Economic Development: Marketing & Communications Objective A: Marketing & Communications- Includes executing the state, national and international marketing and communications strategy to attract identified target audiences (investors, developers, bioscience companies and entrepreneurs) to Rochester, MN and elevate the DMC brand. Outcome Timeline Status Lead or Participate 1 Increase brand awareness and targeted lead generation via multi- channel marketing campaign: local, regional and national international audiences Q1-Q4 Lead 2 Implement subdistrict brand integration program starting with Heart of the City & Discovery Square (Ensure the consistent and appropriate use of the Discovery Square brand by licensing and managing the trademark on behalf of the DMC Corporation) Q1-Q4 Lead 3 Provide leadership to Market Rochester Collaborative (community marketing collaborative group) Q1-Q4 Lead 4 Content development, social media, website analytics, podcasts, event activation Q1-Q4 Lead 5 Regional and national media placement and media tracking Q1-Q4 Lead 6 Maintain regional and statewide communication, engagement and advocacy Q1-Q4 Lead 7 Develop marketing asset inventory and media photo library development Q1-Q4 Lead 8 Upgrade website Q1-Q4 Lead DMC Priority: Economic Development: Workforce Development Objective A: Business Development- Includes activities related to formation, recruitment, growth and/or retention of businesses and the ecosystem needed to support those businesses. Outcome Timeline Status Lead or Participate 1 Collaborations are developed where DMC can participate and support workforce initiatives that are led by other organizations Q3-Q4 Q3 Participate Objective B: Project Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 Operational plan for intern placement program is developed and implemented- template potential for other sectors Q1-Q3 Lead 2 Undergrad and grad school students are placed into internships with Discovery Square businesses via DMC workforce development strategy Q4 Q4 Lead 3 Discovery Square workforce has opportunities to integrate into DMC subdistrict programming to support growth of the entrepreneurial ecosystem. Q4 Q4 Lead 41 DMC Economic Development Agency 2019 Work Plan Updated: October 25, 2019 DMC Priority: Economic Development: Sustainability Objective A: Project Development- Includes design, development and/or operational Outcome Timeline Status Lead or Participate 1 Assist with the development of housing inventory and promotion of affordable housing projects Q1-Q4 Participate 2 Accelerate environmental program progress Q1-Q4 Lead 3 Ensure development meets DMC environmental goals Q1-Q4 Lead 4 Meet DMC MBE/WBE participation targets Q1-Q4 Participate Objective B: Experience/Programming- Includes design and operational activities that Outcome Timeline Status Lead or Participate 1 Finalize strategy and process to realize DMC vision of "creating America's City for Health" Q1-Q4 Participate 2 Grow voluntary energy benchmarking program Q1-Q4 Lead 3 Develop GHG reduction action plan to meet DMC and City GHG Goals Q1-Q4 Lead 4 Continue to introduce new ways of thinking and technology Q1-Q4 Lead 5 Identify a rating system to measure and benchmark sustainability success Q1-Q4 Lead DMC Priority: Economic Development: Affordable Housing Objective A: Strategy Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 Understanding of the current progress and needs for affordable housing in Rochester Q1 Participate 2 Public and private parcels are identified within the DMC District that are promising for equitable development opportunities including the creation of a tool that maps amenities and transit stops to support housing Q1 Participate 3 Confirmation of the statutory opportunities available to the DMC for affordable housing development Q1 Lead 4 Community partners are identified and leveraged to support strategy development Q1-Q4 Participate 5 Continued engagement with community groups and activities related to a workforce housing strategy Q1-Q4 Participate 6 Goals are identified for units of affordable and senior housing (#, % of AMI) and shared publicly in order to clearly outline expectations Q1-Q4 Participate 7 Using data, partnerships and goals, complete an affordable housing and senior housing action plan for the DMC initiative Q1-Q4 Lead Objective B: Project Development- Includes design, development and/or operational activities that result in new buildings or infrastructure within the DMC District. Outcome Timeline Status Lead or Participate 1 Attraction and recruitment of affordable housing developers to DMC District and Rochester market Q1-Q4 Participate 2 Identified property opportunities within the DMC District with City and County partners Q1-Q4 Participate 3 Coordinate activities with other priorities and plans including the public realm projects and transportation planning Q1-Q4 Lead 4 Public and private partners are identified and leveraged to support project execution Q1-Q4 Lead 42 I am pleased to provide you with the Destination Medical Center Economic Development Agency October 2019 Monthly Report. This monthly report highlights projects and activities within the DMC District, economic development, finances, sustainability, experience, marketing & communications, and community engagement. -Lisa Clarke, Executive Director October 2019 Rochester App Launch Event October 7, 2019 43 '0&'HYHORSPHQW3URMHFWVLQWKH'LVWULFW 144 '0&'HYHORSPHQW3URMHFW0DS 245 Finance Economic Development •Continuing to explore opportunities for various tax credit programs for use in the DMC district. •DMC EDA staff continue to work with the city regarding the opportunity zone tax credits. The DMC EDA and the city have met with investors who have created opportunity zone funds and are interested in learning more about the potential in the DMC District. Sustainability October 2019 Updates 3 •Titan Hilton Hotel- Was completed spring 2019. Two restaurants and hotel opened in April 2019. •Berkman Apartments- Anticipated completion early summer 2020. •The Maven on Broadway - Completed summer 2019. •One Discovery Square- Completed summer 2019. •Wells Fargo Renovation- Construction is underway and work continues on public realm integrated with Heart of the City design. •Hotel Indigo- Anticipated completion end of 2019. •Hyatt House- Construction began April, 2019. •Chateau Theatre construction is underway while engagement with Ryan Companies continues. City Council selected EDG to manage the building use for the next 3-5 years. Expected to open in Nov. 2019. •The Locally Preferred Alternative (LPA) for the Transportation circulator was approved by the DMC Corp and City Council. This includes: Route, connecting a future transit village at Mayo Clinic-owed property near Cascade Lake to a future transit village at Olmsted County-owned property. Mode, consisting of high amenity rapid transit (electric bus vehicles). Staff will now begin the engineering and environmental analyses and formalize agreements with property owners with the intent to submit a Federal Transit Administration grant application by September 4, 2020. •Heart of the City public realm approval of 2020 CIP by DMC EDA, City Council, and DMC Corp supports construction implementation in 2020-2021. Next steps include submitting for construction bids and completing a "Business Forward" strategy to help support businesses adjacent to the future construction. •Discovery Walk public realm design will continue using the Heart of the City concepts south to Soldiers Field. The schematic design was completed and next steps include, which are apart of the 2020 CIP: integrating the project with design of 4th Street reconstruction; developing interim activation strategies to test design concepts; projecting catalytic impact on future development. Design elements were explored and public feedback was collected on September 19th at the Discovery Walk Experience. DMC funded project updates: •Energy Integration Committee (EIC) –The EIC continues to work on the projects identified in the Strategic Project Plan including the Voluntary benchmarking program, an electric vehicle fleet analysis with partners, a large-scale solar installation and two district energy studies. The progress towards these efforts will be shared at a future board meeting. •Voluntary Energy Benchmarking – The DMC and City of Rochester launched the Voluntary Energy Benchmarking Program in February 2019. There are currently 20 businesses signed up to participate and close to 100 buildings are in the program comprising over 17 million square feet of space in Rochester. The DMC and City are in the process of reviewing the data and will publish a report later this calendar year on the inaugural program. •Sustainability Series – DMC continues its monthly Sustainability Series. In October, DMC hosted a presentation by the Preservation Alliance titled ‘Why Old is Green’ that discussed why the preservation of older structures and materials further enhances a City’s and building’s sustainability approach. Approximately 30 people attended the presentation in October.46 Traffic to DMC.MN: •October traffic showed 10.1K visits and 16.3K pageviews. •Home page, Discovery Square, Investors & Developers, maps and what is DMC? were the top pages visited. •Top 5 states: Minnesota, Virginia, Illinois, District of Columbia, California. •Top 5 cities outside of Rochester: Minneapolis, Chicago, Washington, Richmond, New York. Social Media: Marketing & Communications •Attended the following events: Cradle2Career Fall Convening; 2019 Downtown Council Awards; Inter-cultural Cities Initiative; Minne-analytics Enterpise Event; InterCity Leadership Visit; MN Medical Association Manova Summit; Mayo Clinic Community Update and Luncheon; UMR State of the Campus Event; 2019 Nonprofit Mission Awards; International Downtown Alliance Conference; Urban Sustainability Directors Network (USDN) 2019 Annual Meeting in Detroit. •Provided DMC updates to the following groups: Women's Economic Forum; Homestead of Rochester; Rotary Club; University Square Merchants; Hospitality 1st; MN Council of Nonprofits; Mayo Clinic. •Hosted Community Heart of the City Art + Design in Public Space Series and a DMC Community Lobby Talks that focused on Heart of the City Art. •Hosted Discovery Square Design Thinking Workshops at St. Kate's in Saint Paul, MN State University of Mankato and Luther College in Decorah. •Attended a variety of Rochester Entrepreneur Week events and activities. •The “When in Rochester MN” app went live in early October and was kicked off with a Launch Event hosted by Experience Rochester, DMC EDA and Mayo Clinic. •Data is being collected about the new app and focus groups are planned for early November. Community Engagement Experience 4 Newsletter: October 2019 Updates •Two newsletters were delivered to 3,303 subscribers. The average open rate was 31.4% (industry average: 21.8%) and the average click rate was 6.25% (industry average: 2.2%). DMC Marketing Campaign: •October Paid Search (Google and Bing): o 30,499 impressions; 779 clicks and average click through rate of 2.55% (benchmark is 1.31%) •Highest engaged regions: South Carolina, Ohio, Maryland, California, New York. •Top lead generating regions: Greater New York City area, Greater Chicago area, Phoenix area, Greater Minneapolis – St. Paul area, San Francisco Bay area. •Social media growth continued in September with gains on Facebook (+43), Twitter (+15) and LinkedIn (+53). Blog: •Nine blogs were published in October. Media News Stories: •In October, 156 DMC-related stories were published in the media and 468 social media mentions. Highlights: One Discovery Square Rochester council tackles circulator, hotel plans and new housing option DMC holds luncheon to display downtown artists UMR, YMCA seek partner to develop space 47 48 TO:   Jim Bier, Treasurer    Kathleen Lamb, Attorney    FR:   Dale Martinson, Assistant Treasurer  Date:   November 6, 2019  RE:   October 2019 DMCC Budget Summary     The attached financial summary through October of 2019 reflects total year‐to‐date DMCC  operating expenditures of $1,903,982 of the approved 2019 budget plus carryover  encumbrances totaling $3,028,852.  The remaining amount unspent represents 37% of the  available budget.  The second page of this summary provides a listing of DMCC authorized projects managed by  the City of Rochester.  A total of $5,637,223 has been spent on these projects so far in 2019.   Total life‐to‐date expenditures on these projects is $37.8 million.  Please feel free to contact me with any questions or concerns.  49 50 Destination Medical Center Corporation Financial Budget Summary October 2019 2019 Approved Curent Month October 2019 Amount Percent Approved Budget October 2019 Year To Date Remaining Remaining General Administrative Expenses 41,200                                  4,169                             26,200                         15,000                   36% Professional Services 265,000                                25,400                          105,169                       159,831                 60% Insurance and Bonds 20,000                                  14,498                          24,804                         (4,804)                    ‐24% City Support Expenses ‐                                 ‐                                ‐                          Subtotal DMCC 326,200                                44,067                          156,173                       170,027                 52% Third Party Costs ‐ DMC EDA ** Payroll, Staff, Administration & Benefits‐EDA 902,613                                80,648                          697,284                       205,329                 23% Operating Expenses 28,760                                  37,159                          82,759                         (53,999)                  ‐188% Operational Costs ‐ Contracted 46,580                                  5,712                             32,203                         14,377                   31% Economic Development Outreach & Support 860,789                                35,582                          191,687                       669,102                 78% Professional Services 680,164                                204,772                        572,385                       107,779                 16% Miscellaneous Expenses 52,500                                  ‐                                 45,862                         6,638                     13% Subtotal EDA 2,571,406                             363,873                        1,622,179                    949,227                 37% Total DMCC 2018 2,897,606                             407,940                        1,778,352                    1,119,254             39% 2018 Budget Carryover ‐ Encumbered Funds for EDA Contracts 131,246 ‐                                 125,630                       5,616                     4% Totals for 2019 Including Encumbrance 3,028,852 407,940                        1,903,982                    1,124,870             37% DMCC Working Capital Note 1,000                      EDA Working Capital Note 50,000                    51 DMCC Projects Managed by the City of Rochester As of October 31, 2019 Project YTD Expenditures Project Budget Life To Date Expenditures 8611C- - Sn/S12AvSW/NW<2StSW>2StNW 110,959 2,850,000 526,236 8612C- - WZmbrRvrSn/SRlfLin<CookPk>CCDr 950,000 46,592 8613C- - ChateauTheatrePre-OccupancyM&O 75,322 4,726,802 347,002 8614C- - DMCTransit&InfrastrctrPgrmMgmt 123,524 2,600,000 1,793,037 8617C- - Broadway @ Center Parking Ramp 10,500,000 10,500,000 8618C- - SharedParkngStudy&PrgmDevlpmnt 137,542 2,061,854 1,791,808 8620C- - City Loop Plan 1,209,938 968,732 8621C- - Transit Circulator Study 7,605 2,241,532 1,780,877 8623C- - DMCC Street Use Study 3,117,708 2,885,882 8624C- - ChateauTheatreBldgImprov/Purch 1,269,059 8,121,608 8625C- - Heart of the City 1,257,737 2,648,940 2,075,867 8626C- - Sn/SUpsize1Av&3AvSE<4StS>1StN 2,177,215 5,000,000 4,038,281 7326 C - Reconst4thStSW<1stAve>6thAveSW 2,250,000 8627C- - Property & ROW Acquisition 222,980 222,980 8702C- - RPTSolarPwrdBusFleetGrntApp 51,333 8703C- - FTA TOD Pilot PrgmGrntApplctn 26,058 8704C- - FTA Low-NoEmissions PrgGrntApl 1,140 8705C- - TransitCrcltr-FTAGrntBus&Faclt 19,258 8804C- - TH 52 LID Bld GrantApplication 22,145 8901C- - TH 14/52 InterchangeBldGrntApp 36,331 8902C- - FestivalAreaStdy&ConceptDesign 59,099 84,133 8903C- - DedctdBikeLns-3rd/4thAve&CtrSt 196,180 222,254 Grand Total 5,637,223 37,906,774 37,811,553 * Notes: Broadway @ Center Parking Ramp Maximum DMCC Local Share Credit = $10,500,000 4th Street Reconstruction DMCC Support set at $2,250,000 52