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9/26/2019 DMCC Board of Directors Meeting - Agenda and Meeting Packet
Destination Medical Center Corporation Board of Directors Meeting Thursday, September 26, 2019 9:30 A.M. Mayo Civic Center Rochester, Minnesota 1 DESTINATION MEDICAL CENTER CORPORATION (DMCC) BOARD MEETING Thursday, September 26, 2019 9:30 A.M.** **Please note: This meeting will convene immediately following a tour of the proposed transit circulator routes. A quorum of the DMCC Board may be present on the tour. The public is welcome to join the tour. Trolleys will depart from the west side of the Mayo Civic Center on Civic Center Drive at 9:30 a.m. The tour will last approximately one hour and will conclude at the Mayo Civic Center. AGENDA PAGE I. Call to Order II. Roll Call III. Approval of Agenda 1 IV. Approval of Minutes: May 23, 2019 3 V. Public Comment Period VI. Chair’s Report VII. DMC Metrics 7 VIII. Consent Agenda A. DMCC Insurance: League of Minnesota Cities Insurance Trust (LMCIT) Waiver 11 B. 2020 Regular Meeting Schedule Resolution A: Approving the 2020 Regular Meeting Schedule 12 IX. DMCC Form 990; Minnesota Annual Charitable Organization Report (Presenter: Craig Popenhagen, CliftonLarsonAllen 13 Resolution B: Approving the 2019 State of Minnesota Charitable Organization Report and 2018 Form 990 61 2 X. Transportation: Downtown Circulator Resolution C: Approving Downtown Circulator Locally Preferred Alternative XI. 2020 DMCC Funding Request 77 A. Capital Improvement Program 79 B. 2020 EDA & City Staff Workplan and Budget 111 C. 2020 DMCC Budget 121 D. Working Capital Loan 123 Resolution D: Approving the 2020 DMCC Funding Request and Authorizing Transmittal 145 XII. Project Updates (City of Rochester, EDA) A. Heart of the City 147 B. Chateau Theatre 149 C. Discovery Square 151 1. Two Discovery Square Project Preview (Presenter: David Mortenson, Mortenson Company) D. Housing 153 XIII. Development Plan: Five Year Update and Discussion 155 XIV. EDA Update 163 XV. DMCC 2019 Budget: Year to Date Update 169 XVI. Meeting Schedule: A. Next Regular Meeting: November 12, 2019 at 9:30 A.M. XVII. Adjournment 1157963-5.DOCX DESTINATION MEDICAL CENTER CORPORATION (DMCC) BOARD MEETING Thursday, May 23, 2019 9:30 A.M. MINUTES I. Call to Order. Chair R.T. Rybak called the meeting to order at 9:30 a.m. at Mayo Civic Center Suite 101, located at 30 Civic Center Drive, Rochester, MN 55904. Chair Rybak noted the recent resignation of Dana Bailey from the DMCC and thanked Ms. Bailey for her service. II. Roll Call. Chair R.T. Rybak, Mayor Kim Norton, Michael Dougherty, Jim Campbell, Paul Williams, Commissioner Jim Bier and Council Member Nick Campion were present. III. Approval of Agenda. Commissioner Bier moved approval of the agenda. Mr. Campbell seconded. Ayes (7), Nays (0). Motion approved. IV. Approval of Minutes: February 5, 2019. Council Member Campion moved approval of the Minutes. Mayor Norton seconded. Ayes (7), Nays (0). Motion approved. V. Public Comment Period. Paula Hardin, Rochester resident, commented on the accessibility of the Mayo Civic Center, the universal design elements included in the proposed Heart of the City design, and the Rochester Public Library. Dr. Yvonne Cariveau, director of the Minnesota State University-Mankato Center for Innovation and Entrepreneurship, commented on the assistive technology workshops MSU-Mankato has launched with the EDA. Julie Hetlam, of Moka coffee shops, stated that Moka is opening a new location on Peace Plaza. VI. Chair’s Report. Chair Rybak congratulated the EDA for several recent awards and commendations, including Executive Director Lisa Clarke’s nomination as a 2019 top-50 “women in business” honoree by the Minneapolis-Saint Paul Business Journal; the EDA’s recognition as a leading economic development non-profit by Finance & Commerce; and Patrick Seeb’s (Director, Economic Development and Placemaking) nomination as one of 2019’s “100 people to know” by Twin Cities Business. Chair Rybak highlighted current DMC activities and priorities and stated that today’s meeting would advance several priorities, including transportation and transit villages, community affordable housing efforts, common ground/public space, Heart of the City planning, and Chateau Theatre operations. A. Appointment of Secretary. Chair Rybak nominated Paul Williams as Board secretary. Mr. Dougherty seconded. Ayes (7), Nays (0). Motion approved. Commissioner Bier moved to elect Secretary Williams to the DMCC Executive Committee. Mayor Norton seconded. 3 Ayes (7), Nays (0). Motion approved. VII. DMC Metrics: Update. Ms. Clarke presented the DMC metrics update, and highlighted private investment to-date compared to the projected private investment that was included in the 2015 DMC Development Plan. Mr. Dougherty asked if the EDA could provide data that illustrate the property tax revenues generated by DMC development. Ms. Clarke replied that EDA staff continue to work with City of Rochester and Olmsted County staff to collate these data and committed to distributing the information to the Board once it is available. VIII. Consent Agenda. Commissioner Bier moved approval of the three resolutions on the Consent Agenda. Mr. Dougherty seconded. A. Certification of Expenditures to DEED Resolution A: Ratifying and Confirming the Revised April 1 Report to DEED Pursuant to Statute B. Commending Dana Bailey Resolution B: Commending Dana Bailey for Her Service C. Amendment to Working Capital Loan Resolution C: Approving the First Amendment to and Execution of Amendments to Working Capital Loans Ayes (7), Nays (0). Motions approved. IX. DMCC Audit for Year Ending December 31, 2018. Craig Popenhagen of CliftonLarsonAllen reviewed the 2018 DMCC audit. He provided required legal communications, noted that the audit opinion is “clean,” and that there were no internal control or state legal compliance findings. State and federal tax return extensions have been filed. Commissioner Bier stated that he participated in the audit exit interview and thanked Mr. Popenhagen for his work. Commissioner Bier then moved approval of the audit. Mr. Campbell seconded. Ayes (7), Nays (0). Motion approved. X. 2020 DMCC Funding Request: Process and Timeline. Ms. Clarke set forth the components of the funding request and the timeline for approval of the funding request. A proposed list of 2020 priorities was presented, which tentatively included Heart of the City, Discovery Square, transportation, strategic public infrastructure, and transformative private investment. Chair Rybak indicated support for the fifth category, and stated that the first two categories should be combined, and specificity added for housing and workforce. Mayor Norton asked for a breakdown showing funding sources to date with respect to private investment and City expenditures. Council Member Campion asked if there was a plan for strategic and transformative private investment. Mr. Williams asked how DMC would catalyze and shape the private market for housing. Ms. Clarke stated that the EDA will edit the proposed priorities to reflect the Board’s discussion and distribute the revised priorities as the 2020 funding request is created. XI. Affordable Housing Update. Mr. Seeb introduced Kevin Bright, EDA/City of Rochester Energy and Sustainability Director, Terry Spaeth, City Assistant City Administrator, Dave Dunn, Olmsted County 4 Housing and Redevelopment Authority Director, and Steve Borchardt, Rochester Area Foundation Housing Initiative Director. Mr. Dunn provided the status of current housing market conditions and outlined the four areas to which DMC could contribute: financial considerations, technical assistance, improving housing market data, and enhancing developer capacity. Mr. Borchardt described the organization, funding, and strategies of the Coalition for Rochester Area Housing (the “Coalition”). Mr. Spaeth described the City’s housing efforts, noting that the Coalition arrangement has allowed the various stakeholders to leverage available local, state and federal resources. The City’s most prevalent development tool is tax- increment financing, and the City’s TIF standards favor affordable housing development. Mr. Borchardt and Mr. Dunn highlighted some early Coalition successes and stated that nearly $3 million has been invested by the Coalition to-date. Mr. Dunn suggested several ways the DMCC may be able to assist these efforts, including investing DMC funding, leveraging DMC events and the relationships of Board and staff to encourage additional development interest, or investing in a housing equity fund. Chair Rybak asked for an additional update at the next meeting and if affordable housing development at the transit villages could create additional affordable housing supply. Mr. Williams encouraged the continued development of market-rate housing and suggested that the Board think creatively about building affordability into new development. XII. Project Updates. A. Transportation. Mr. Seeb set forth the criteria for the transit circulator route and mode, described the agreement framework for the transit villages, and outlined the timeline for applying for federal funding. Commissioner Bier stated that the County Board would like to locate the southeast transit village at the Seneca Foods property to preserve Graham Park’s green space. Council Member Campion highlighted several points related to the potential use of the Seneca Foods site as a transit village, including the final closing costs paid by the County and the importance of aligning objectives between the City, County, and DMC stakeholders. Aaron Parrish, Deputy City Administrator, stated that EDA and City staff are working with County staff to evaluate the Seneca Foods site and provide a range of options for DMCC consideration. Chair Rybak noted that creating the transit villages could potentially require amending the DMC Development District. Mayor Norton indicated that light rail could be an appealing mode option. Mr. Seeb noted that staff are using objective criteria to determine the best route and mode, noting that effective parking and transit can eliminate congestion and reduce the need to dedicate downtown real estate to parking ramps. B. Heart of the City. Mr. Seeb stated that the DMCC is being asked to approve the Heart of the City phase 1 design so that construction documents can be created, and invited Shane Coen of Coen+Partners to present to the Board. Mr. Coen outlined the key goals and scope of the project. Mayor Norton said that the design reflects a willingness to listen to the community, complimented the prototyping activities and sustainability and accessibility aspects, and thanked staff for listening to the community. Resolution D: Approving Design Development for the Heart of the City Project. Mr. Williams moved approval of the resolution. Mr. Campbell seconded. 5 Ayes (7), Nays (0). Motion approved. C. Chateau Theatre. Mr. Seeb reported that the City has undertaken interim renovations to prepare the venue for activation. After the issuance of a request for proposals, Minnesota- based and woman-owned Exhibits Design Group (EDG) was selected as the operator. Programming will begin in 2019 and continue for three to five years until a permanent use is determined. D. Discovery Square. Chris Schad, EDA Business Development Director, noted that One Discovery Square will host a ribbon-cutting on June 10, 2019 and described additional investment and development activity in the subdistrict. Discovery Walk public space development efforts are ongoing, and discussions are beginning regarding the development of Two Discovery Square. XIII. Energy Integration Committee. Kevin Bright, EDA Energy and Sustainability Director, provided an update on energy and sustainability activities. Mr. Bright stated that the Board is being asked to endorse the ongoing work of the Energy Integration Committee, which was established by the DMCC in 2016 to coordinate efforts to realize DMC Development Plan energy goals. Mr. Bright also described current projects, including an effort to increase the size of City, County, and Mayo Clinic electric vehicle fleets. Chair Rybak thanked the McKnight Foundation for its ongoing support. Resolution E: Receiving Energy Integration Committee Materials and Affirming Goals. Mayor Norton moved approval of the resolution. Mr. Williams seconded. Ayes (6), Nays (0). Motion approved. XIV. EDA Update. A. Development Plan 5 Year Update. Ms. Clarke briefly described the draft process and timeline for completing the five-year update of the DMC Development Plan. XV. DMCC 2019 Budget: Year to Date Update. The update was provided in Board Members’ packets. XVI.Meeting Schedule: A. Next Regular Meeting: September 26, 2019 at 9:30 A.M. XVII. Adjournment. Mayor Norton moved to adjourn the meeting. Commissioner Bier seconded. Ayes (6), Nays (0). Motion approved. 1157732-3.DOCX 6 Metrics Update: Tax Revenues To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps: The DMC metrics dashboard includes net State, County, and City tax revenues, all of which are expected to increase due to DMC: 1. State of Minnesota - $1.9-2.2 billion new net tax revenue a. Tax Streams: Rochester Income Tax, State Sales Tax from Rochester, State Use Tax from Rochester, State Property Tax from Rochester and Corporate Income Tax 2. Olmsted County - $218 million in new net tax revenue a. Tax Streams: County Property Tax and County sales and use tax 3. City of Rochester - $271 million in new net tax revenue a. Tax Streams: Lodging tax, local property tax and local sales and use tax 4. Other Tax Streams: Rochester Public Schools and other entities contribute to the total target of $7.5-8.0 billion over 35 years In late 2019, the DMC EDA will contract with a tax expert to interpret the 2012-current tax revenues to better understand the impact of DMC growth on these tax streams. Results will be shared in early 2020 or earlier if possible. Background: The DMC Development Plan has five major goals: 1. Create a comprehensive strategic plan 2. Leverage the public investment of $585 million 3. Create approximately 30,000 new jobs 4. Generate approximately $7.5-8.0 billion in new net tax revenue 5. Achieve the highest quality patient, companion, visitor, employee and resident experience The DMC metrics dashboard tracks progress toward DMC goals and maintains a community demographics dataset that is updated twice a year. These data can be found at https://prmp.trans411.com/smartcomp/dmcPublicDashboard.jsf The DMC dataset largely begins in 2012 and illustrates progress towards the goals. 7 Tax Revenue Growth: City of Rochester •Compared to 2012, the three tax streams above contributed $35M more to the City of Rochester (goal is $271M) •Lodging tax – 44% growth •Sales and Use Tax – 72% Growth (includes DMC 0.25% tax in 2016) •Property tax – 23% growth 8 Tax Revenue Growth: Olmsted County •Compared to 2012, the two County tax streams contributed $56M more to Olmsted County (goal is $218M) •Property Tax – 22% growth •Sales Tax – 100% Growth (established in 2014) 9 Tax Revenue Growth: State of Minnesota •Compared to 2012, the state of MN tax streams contributed $111M more to to the State of MN (goal is $1.9-2.2B) •State Property Tax – 7% growth •State Use Tax – (6%) growth •State Sales Tax – 9% growth •Rochester Income Tax – 14% growth 10 LEAGUEoF MINNESOTA CITIES CONNECTING & INNOVATING SINCE 1913 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 merriber'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. □Jfthe 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 coveragepurchased, 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: D 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, ____________ _ 145 UNIVERSITY AVE. WEST ST. PAUL. MN 5S103-2044 PHONE: (651) 281-1200 FAX: (651) 281-1299 TOLL FREE: (800) 925-1122 WEB: WWW.LMC.ORG 11 A. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ___ -2019 Approving the 2020 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 2020 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 2020 schedule on the website and to post notification by such other means as he determines necessary and appropriate. Date Time Location Thursday, February 6, 2020 9:30 a.m. Mayo Civic Center Thursday, May 28, 2020 9:30 a.m. Mayo Civic Center Thursday, September 24, 2020 9:30 a.m. Mayo Civic Center Thursday, November 19, 2020 9:30 a.m. Mayo Civic Center 1158041-2.DOCX 12 WEALTH ADVISORY | OUTSOURCING | AUDIT, TAX, AND CONSULTING Investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC‐registered investment advisor ©2 0 1 9 C l i f t o n L a r s o n A l l e n L L P Destination Medical Center Corporation September 26, 2019 13 ©2 0 1 9 C l i f t o n L a r s o n A l l e n L L P Create Opportunities IRS Form 990 • Financial information reconciles to DMCC’s audited financial statements • Part III (page 2) – statement of DMCC’s organizational purpose • Part VI (page 6) – governance • Part VII (page 7) – board members 2 14 ©2 0 1 9 C l i f t o n L a r s o n A l l e n L L P Create Opportunities IRS Form 990 • Schedule B (page 22) – contributors • Schedule R (page 31) – related organizations • No unrelated business income for 2018 • Filing deadline is November 15, 2019 3 15 ©2 0 1 9 C l i f t o n L a r s o n A l l e n L L P Create Opportunities Charitable Organization Annual Report • Filed with Minnesota Attorney General’s Office Charities Division • No changes in tax‐exempt status (page 1) • No changes in organizational purpose or programs (page 1) • No changes in ability to solicit contributions (page 2) • No compensation paid in excess of $100,000 (page 2) • Filing deadline November 15, 2019 4 16 ©2 0 1 9 C l i f t o n L a r s o n A l l e n L L P Create Opportunities Minnesota Non‐profit Corporation Annual Registration • Filed online with Minnesota Secretary of State • In good standing through December 31, 2018 • Annual renewal to be filed (online) for 2019 5 17 ©2 0 1 9 C l i f t o n L a r s o n A l l e n L L P Create Opportunities Thank you for allowing us to serve you! Contact Information: Craig Popenhagen, Principal Katherine Lutzke, Senior 507‐280‐2327 507‐280‐2314 Craig.popenhagen@claconnect.com katherine.lutzke@claconnect.com 6 18 885471 04-01-18 C2 Website Address: Legal Name of Organization Federal EIN:Fiscal Year-End: Mailing Address:Physical Address: www.ag.state.mn.us/charity Minnesota Attorney General's Office Charities Division 445 Minnesota Street, Suite 1200 St. Paul, MN 55101-2130 (Pursuant to Minn. Stat. ch. 309) mm/dd/yyyy Did the organization's fiscal year-end change? Yes No Contact Person Contact Person Street Address Street Address City, State, and ZIP Code City, State, and ZIP Code Phone Number Phone Number Email Address Email Address 1. 2. 3. 4. 5. 6. 7. Organization's website: List all of the organization's alternate and former names (attach list if more space is needed). Alternate Former Alternate Former List all names under which the organization solicits contributions (attach list if more space is needed). Is the organization incorporated pursuant to Minn. Stat. ch. 317A?Yes No Total amount of contributions the organization received from Minnesota donors:$ Has the organization's tax-exempt status with the IRS changed? Yes No If yes, attach explanation. Has the organization significantly changed its purpose(s) or program(s)? Yes No If yes, attach explanation. Mail To: SECTION A: Organization Information STATE OF MINNESOTA CHARITABLE ORGANIZATION ANNUAL REPORT FORM DRAFT V DESTINATION MEDICAL CENTER CORPORATION 46-4959371 12312018 DALE MARTINSON DALE MARTINSON 201 4TH STREET SE, NO. 204 201 4TH STREET SE, NO. 204 ROCHESTER, MN 55904 ROCHESTER, MN 55904 507-328-2850 507-328-2850 DMARTINSON>ROCHESTERMN.GOV DMARTINSON>ROCHESTERMN.GOV WWW.DMC.MN DESTINATION MEDICAL CENTER CORPORATION V V 2,581,655. V 1 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 19 885472 04-01-18 C2 Note: Name and title Compensation*Other compensation See 8. 9. 10. 11. Has the organization been denied the right to solicit contributions by any court or government agency? Yes No If yes, attach explanation. Does the organization use the services of a professional fundraiser (outside solicitor or consultant) to solicit contributions in Minnesota? Yes No If yes, provide the following information for each (attach list if more space is needed): Name of Professional Fundraiser Compensation Street Address City, State, and ZIP Code Is the organization a food shelf? Yes No If yes, is the organization required to file an audit? Yes, audit attached No An organization that has total revenue of more than $750,000 is required to file an audit prepared in accordance with generally accepted accounting principles by an independent CPA or LPA. The value of donated food to a nonprofit food shelf may be excluded from the total revenue if the food is donated for subsequent distribution at no charge and is not resold. Do any directors, officers, or employees of the organization or its related organization(s) receive total compensation* of more than $100,000? Yes No If yes, provide the following information for the five highest paid individuals: *Compensation is defined as the total amount reported on Form W-2 (Box 5) or Form 1099-MISC (Box 7) issued by the organization and its related organizations to the individual. Minn. Stat. ¤ 309.53, subd. 3(i) and Minn. Stat. ¤ 317A.011 for definitions. CHARITABLE ORGANIZATION ANNUAL REPORT FORM (Continued) DRAFT V V V V 2 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 20 885473 04-01-18 C2 5.$5 9 10 14 18 9. 10. $ $ 14.$ 18.$ $ This section must be completed by organizations that file an IRS Form 990-EZ, 990-PF, or 990-N. Organizations that file an IRS Form 990 may skip Section B and go directly to Section C. 1. 2. 3. 4. Contributions Received $ $ $ $ 1 2 3 4 6 7 8 11 12 13 15 16 17 Government Grants Program Service Revenue Other Revenue 6. 7. 8. Program Expenses $ $ $ Management & General Expenses Fund-raising Expenses (Line 5 minus Line 9) 11. 12. 13. Cash $ $ $ Land, Buildings & Equipment Other Assets 15. 16. 17. Accounts Payable $ $ $ Grants Payable Other Liabilities (Line 14 minus Line 18) TOTAL INCOME TOTAL EXPENSES EXCESS or DEFICIT TOTAL ASSETS TOTAL LIABILITIES CHARITABLE ORGANIZATION ANNUAL REPORT FORM (Continued) SECTION B: Financial Information INCOME EXPENSES ASSETS LIABILITIES FUND BALANCE/NET WORTH DRAFT 3 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 21 885474 04-01-18 Total functional expenses. C2 (A)(B)(C)(D) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. a. b. c. d. e. f. g. a. b. c. d. Joint costs. Grants and other assistance to individuals in the U.S. Compensation not included above, to disqualified persons (as defined under section 4958(f)(1) and persons described in section 4958(c)(3)(B) (include section 401(k) and section 403(b) employer contributions) Add lines 1 through 24d This expense statement must be prepared in accordance with generally accepted accounting principles. Each column must be completed, and Columns B, C, and D must equal Column A. The amount on Line 25, Column A must match Line 17 of IRS Form 990-EZ or Line 26 of IRS Form 990-PF. Total expenses Program service expenses Management andgeneral expenses Fundraisingexpenses Grants and other assistance to governments and organizations in the U.S. Grants and other assistance to governments, organizations, and individuals outside the U.S. Benefits paid to or for members Compensation of current officers, directors, trustees, and key employees Other salaries and wages Pension plan contributions Other employee benefits Payroll taxes Fees for services (non-employees): Management Legal Accounting Lobbying Professional fundraising services Investment management fees Other Advertising and promotion Office expenses Information technology Royalties Occupancy Travel Payments of travel or entertainment expenses for any federal, state, or local public officials Conferences, conventions, and meetings Interest Payments to affiliates Depreciation, depletion, and amortization Insurance Other expenses. Itemize expenses not covered above. Expenses labeled miscellaneous may not exceed 5% of total expenses (Line 25). Check here | if following SOP 98-2. Complete this line only if the organi-zation reported in Column B joint costs from a combined educational campaign andfundraising solicitation CHARITABLE ORGANIZATION ANNUAL REPORT FORM (Continued) Section B (continued): Statement of Functional Expenses DRAFT 2 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 22 885475 04-01-18 C2 See The form must be executed pursuant to a resolution of the board of directors, trustees, or managing group and must be signed by two officers of the organization. Minn. Stat. ¤ 309.52, subd. 3. We, the undersigned, state and acknowledge that we are duly constituted officers of this organization, being the (Title) and (Title) respectively, and that we execute this document on behalf of the organization pursuant to the resolution of the (Board of Directors, Trustees, or Managing Group) adopted on the day of , 20 , approving the contents of the document, and do hereby certify that the (Board of Directors, Trustees, or Managing Group) has assumed, and will continue to assume, responsibility for determining matters of policy, and have supervised, and will continue to supervise, the operations and finances of the organization. We further state that the information supplied is true, correct and complete to the best of our knowledge. Name (Print)Name (Print) Signature Signature Title Title Date Date CHARITABLE ORGANIZATION ANNUAL REPORT FORM (Continued) Section C: Board of Directors Signatures and Acknowledgment DRAFT TREASURER CHAIR BOARD OF DIRECTORS BOARD OF DIRECTORS JAMES V. BIER R.T. RYBAK TREASURER CHAIR 5 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 23 Check if self-employed OMB No. 1545-0047 Department of the Treasury Internal Revenue Service Check ifapplicable: Addresschange Namechange Initialreturn Finalreturn/termin-ated Gross receipts $ Amendedreturn Applica-tionpending Are all subordinates included? 832001 12-31-18 Beginning of Current Year Paid Preparer Use Only Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except private foundations) | Do not enter social security numbers on this form as it may be made public.Open to Public Inspection| Go to www.irs.gov/Form990 for instructions and the latest information. A For the 2018 calendar year, or tax year beginning and ending B C D Employer identification number E G H(a) H(b) H(c) F Yes No Yes No I J K Website: | L M 1 2 3 4 5 6 7 3 4 5 6 7a 7b a b Ac t i v i t i e s & G o v e r n a n c e Prior Year Current Year 8 9 10 11 12 13 14 15 16 17 18 19 Re v e n u e a bEx p e n s e s End of Year 20 21 22 Sign Here Yes No For Paperwork Reduction Act Notice, see the separate instructions. (or P.O. box if mail is not delivered to street address) Room/suite )501(c)(3) 501(c) ((insert no.) 4947(a)(1) or 527 |Corporation Trust Association Other Form of organization:Year of formation:State of legal domicile: | | Ne t A s s e t s o r Fu n d B a l a n c e s Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is true, correct, and complete. Declaration of preparer (other than officer) is based on all information of which preparer has any knowledge. Signature of officer Date Type or print name and title Date PTINPrint/Type preparer's name Preparer's signature Firm's name Firm's EIN Firm's address Phone no. Form Name of organization Doing business as Number and street Telephone number City or town, state or province, country, and ZIP or foreign postal code Is this a group return for subordinates?Name and address of principal officer:~~ If "No," attach a list. (see instructions) Group exemption number | Tax-exempt status: Briefly describe the organization's mission or most significant activities: Check this box if the organization discontinued its operations or disposed of more than 25% of its net assets. Number of voting members of the governing body (Part VI, line 1a) Number of independent voting members of the governing body (Part VI, line 1b) Total number of individuals employed in calendar year 2018 (Part V, line 2a) ~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~ Total number of volunteers (estimate if necessary) Total unrelated business revenue from Part VIII, column (C), line 12 Net unrelated business taxable income from Form 990-T, line 38 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~ Contributions and grants (Part VIII, line 1h) ~~~~~~~~~~~~~~~~~~~~~ Program service revenue (Part VIII, line 2g) ~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~Investment income (Part VIII, column (A), lines 3, 4, and 7d) Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e)~~~~~~~~ Total revenue - add lines 8 through 11 (must equal Part VIII, column (A), line 12) Grants and similar amounts paid (Part IX, column (A), lines 1-3) Benefits paid to or for members (Part IX, column (A), line 4) Salaries, other compensation, employee benefits (Part IX, column (A), lines 5-10) ~~~~~~~~~~~ ~~~~~~~~~~~~~ ~~~ Professional fundraising fees (Part IX, column (A), line 11e) Total fundraising expenses (Part IX, column (D), line 25) ~~~~~~~~~~~~~~ Other expenses (Part IX, column (A), lines 11a-11d, 11f-24e) Total expenses. Add lines 13-17 (must equal Part IX, column (A), line 25) Revenue less expenses. Subtract line 18 from line 12 ~~~~~~~~~~~~~ ~~~~~~~ Total assets (Part X, line 16) Total liabilities (Part X, line 26) Net assets or fund balances. Subtract line 21 from line 20 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~ May the IRS discuss this return with the preparer shown above? (see instructions) LHA Form (2018) Part I Summary Signature BlockPart II 990 Return of Organization Exempt From Income Tax990 2018 § == 999 DPAFR DESTINATION MEDICAL CENTER CORPORATION 46-4959371 507-328-2850201 4TF STREET SE 204 2,581,669. ROCFESTER, MN 55904 VR.T. RWBAI UUU.DMC.MN V 2013 MN PLANNING $ IMPLEMENTATION OF 8 8 0 8 0. 0. 2,581,655. 0. 14. 0. 2,471,270. 2,581,669. 0. 0. 0. 0. 0. 2,581,669. 2,471,270. 2,581,669. 0.0. 485,733. 271,239. 485,733. 271,239. 0.0. HAMES T. BIER, TREASSRER P01587689CRAIG POPENFAGEN 41-0746479CLIFTONLARSONALLEN LLP 2689 COMMERCE DRITE. NU, SSITE 201 ROCFESTER, MN 55901 507-280-2300 V SAME AS C ABOTE DESTINATION MEDICAL CENTER DETELOPMENT IN DOUNTOUN ROCFESTER, MN. V 2,471,264. 0. 6. 0. 0. 0. 0. 0. 2,471,270. CRAIG POPENFAGEN 08/19/19 24 Code:Expenses $including grants of $Revenue $ Code:Expenses $including grants of $Revenue $ Code:Expenses $including grants of $Revenue $ Expenses $including grants of $Revenue $ 832002 12-31-18 1 2 3 4 Yes No Yes No 4a 4b 4c 4d 4e Form 990 (2018)Page Check if Schedule O contains a response or note to any line in this Part III Briefly describe the organization's mission: Did the organization undertake any significant program services during the year which were not listed on the prior Form 990 or 990-EZ? If "Yes," describe these new services on Schedule O. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization cease conducting, or make significant changes in how it conducts, any program services? If "Yes," describe these changes on Schedule O. ~~~~~~ Describe the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported. () () () () () () () () () Other program services (Describe in Schedule O.) () () Total program service expenses | Form (2018) 2 Statement of Program Service AccomplishmentsPart III 990 DRAFT UGTH K?YO CJGLGC ?T GTQ HE?RT, THE DEQTGL?TGOL KEDGC?J CELTER (DKC) V V GLGTG?TGTE UGJJ BE THE C?T?JYQT TO POQGTGOL ROCHEQTER, KGLLEQOT? ?Q 0,15.,4.2. GL DEPTH QTUDY OD GLDR?QTRUCTURE, PJ?LLGLE, ?LD DETEJOPKELT DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ THE UORJD%Q PREKGER DEQTGL?TGOL CELTER DOR HE?JTH ?LD UEJJLEQQ9 ?TTR?CTGLE PEOPJE, GLTEQTKELT, ?LD JOBQ TO ?KERGC?%Q CGTY DOR HE?JTH OTERQGEHT, PREP?R?TGOL ?LD GKPJEKELT?TGOL OD THE DETEJOPKELT PJ?L + ?L OPPORTULGTGEQ, ?LD DR?KEUORI TO QUPPORT THE DETEJOPKELT OD ROCHEQTER ?Q ? DEQTGL?TGOL KEDGC?J CELTER. 0,15.,4.2. V 0 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 25 832003 12-31-18 Yes No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 1 2 3 4 5 6 7 8 9 10 Section 501(c)(3) organizations. a b c d e f a b 11a 11b 11c 11d 11e 11f 12a 12b 13 14a 14b 15 16 17 18 19 20a 20b 21 a b 20 21 a b If "Yes," complete Schedule A Schedule B, Schedule of Contributors If "Yes," complete Schedule C, Part I If "Yes," complete Schedule C, Part II If "Yes," complete Schedule C, Part III If "Yes," complete Schedule D, Part I If "Yes," complete Schedule D, Part II If "Yes," complete Schedule D, Part III If "Yes," complete Schedule D, Part IV If "Yes," complete Schedule D, Part V If "Yes," complete Schedule D, Part VI If "Yes," complete Schedule D, Part VII If "Yes," complete Schedule D, Part VIII If "Yes," complete Schedule D, Part IX If "Yes," complete Schedule D, Part X If "Yes," complete Schedule D, Part X If "Yes," complete Schedule D, Parts XI and XII If "Yes," and if the organization answered "No" to line 12a, then completing Schedule D, Parts XI and XII is optional If "Yes," complete Schedule E If "Yes," complete Schedule F, Parts I and IV If "Yes," complete Schedule F, Parts II and IV If "Yes," complete Schedule F, Parts III and IV If "Yes," complete Schedule G, Part I If "Yes," complete Schedule G, Part II If "Yes," complete Schedule G, Part III If "Yes," complete Schedule H If "Yes," complete Schedule I, Parts I and II Form 990 (2018)Page Is the organization described in section 501(c)(3) or 4947(a)(1) (other than a private foundation)? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Is the organization required to complete ? Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidates for public office? ~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization engage in lobbying activities, or have a section 501(h) election in effect during the tax year? Is the organization a section 501(c)(4), 501(c)(5), or 501(c)(6) organization that receives membership dues, assessments, or similar amounts as defined in Revenue Procedure 98-19? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~ Did the organization maintain any donor advised funds or any similar funds or accounts for which donors have the right to provide advice on the distribution or investment of amounts in such funds or accounts? Did the organization receive or hold a conservation easement, including easements to preserve open space, the environment, historic land areas, or historic structures? Did the organization maintain collections of works of art, historical treasures, or other similar assets? ~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report an amount in Part X, line 21, for escrow or custodial account liability, serve as a custodian for amounts not listed in Part X; or provide credit counseling, debt management, credit repair, or debt negotiation services? Did the organization, directly or through a related organization, hold assets in temporarily restricted endowments, permanent endowments, or quasi-endowments? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~ If the organization's answer to any of the following questions is "Yes," then complete Schedule D, Parts VI, VII, VIII, IX, or X as applicable. Did the organization report an amount for land, buildings, and equipment in Part X, line 10? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report an amount for investments - other securities in Part X, line 12 that is 5% or more of its total assets reported in Part X, line 16? Did the organization report an amount for investments - program related in Part X, line 13 that is 5% or more of its total assets reported in Part X, line 16? ~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report an amount for other assets in Part X, line 15 that is 5% or more of its total assets reported in Part X, line 16? Did the organization report an amount for other liabilities in Part X, line 25? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~ Did the organization's separate or consolidated financial statements for the tax year include a footnote that addresses the organization's liability for uncertain tax positions under FIN 48 (ASC 740)? Did the organization obtain separate, independent audited financial statements for the tax year? ~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Was the organization included in consolidated, independent audited financial statements for the tax year? ~~~~~ Is the organization a school described in section 170(b)(1)(A)(ii)? Did the organization maintain an office, employees, or agents outside of the United States? ~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~ Did the organization have aggregate revenues or expenses of more than $10,000 from grantmaking, fundraising, business, investment, and program service activities outside the United States, or aggregate foreign investments valued at $100,000 or more? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report on Part IX, column (A), line 3, more than $5,000 of grants or other assistance to or for any foreign organization? Did the organization report on Part IX, column (A), line 3, more than $5,000 of aggregate grants or other assistance to or for foreign individuals? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report a total of more than $15,000 of expenses for professional fundraising services on Part IX, column (A), lines 6 and 11e? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report more than $15,000 total of fundraising event gross income and contributions on Part VIII, lines 1c and 8a? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report more than $15,000 of gross income from gaming activities on Part VIII, line 9a? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization operate one or more hospital facilities? ~~~~~~~~~~~~~~~~ If "Yes" to line 20a, did the organization attach a copy of its audited financial statements to this return?~~~~~~~~~~ Did the organization report more than $5,000 of grants or other assistance to any domestic organization or domestic government on Part IX, column (A), line 1? ~~~~~~~~~~~~~~ Form (2018) 3 Part IV Checklist of Required Schedules 990 DRAFT V V V V V V V V V V V V V V V V V V V V V V V V V V V V DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ 1 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 26 832004 12-31-18 Yes No 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 22 23 24a 24b 24c 24d 25a 25b 26 27 28a 28b 28c 29 30 31 32 33 34 35a 35b 36 37 38 a b c d a b Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. a b c a b Section 501(c)(3) organizations. Note. Yes No 1a b c 1a 1b 1c (continued) If "Yes," complete Schedule I, Parts I and III If "Yes," complete Schedule J If "Yes," answer lines 24b through 24d and complete Schedule K. If "No," go to line 25a If "Yes," complete Schedule L, Part I If "Yes," complete Schedule L, Part I If "Yes," complete Schedule L, Part II If "Yes," complete Schedule L, Part III If "Yes," complete Schedule L, Part IV If "Yes," complete Schedule L, Part IV If "Yes," complete Schedule L, Part IV If "Yes," complete Schedule M If "Yes," complete Schedule M If "Yes," complete Schedule N, Part I If "Yes," complete Schedule N, Part II If "Yes," complete Schedule R, Part I If "Yes," complete Schedule R, Part II, III, or IV, and Part V, line 1 If "Yes," complete Schedule R, Part V, line 2 If "Yes," complete Schedule R, Part V, line 2 If "Yes," complete Schedule R, Part VI Form 990 (2018)Page Did the organization report more than $5,000 of grants or other assistance to or for domestic individuals on Part IX, column (A), line 2? ~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization answer "Yes" to Part VII, Section A, line 3, 4, or 5 about compensation of the organization's current and former officers, directors, trustees, key employees, and highest compensated employees? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization have a tax-exempt bond issue with an outstanding principal amount of more than $100,000 as of the last day of the year, that was issued after December 31, 2002? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization invest any proceeds of tax-exempt bonds beyond a temporary period exception? Did the organization maintain an escrow account other than a refunding escrow at any time during the year to defease any tax-exempt bonds? Did the organization act as an "on behalf of" issuer for bonds outstanding at any time during the year? ~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~ Did the organization engage in an excess benefit transaction with a disqualified person during the year? Is the organization aware that it engaged in an excess benefit transaction with a disqualified person in a prior year, and that the transaction has not been reported on any of the organization's prior Forms 990 or 990-EZ? ~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization report any amount on Part X, line 5, 6, or 22 for receivables from or payables to any current or former officers, directors, trustees, key employees, highest compensated employees, or disqualified persons? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization provide a grant or other assistance to an officer, director, trustee, key employee, substantial contributor or employee thereof, a grant selection committee member, or to a 35% controlled entity or family member of any of these persons? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Was the organization a party to a business transaction with one of the following parties (see Schedule L, Part IV instructions for applicable filing thresholds, conditions, and exceptions): A current or former officer, director, trustee, or key employee? ~~~~~~~~~~~ A family member of a current or former officer, director, trustee, or key employee? An entity of which a current or former officer, director, trustee, or key employee (or a family member thereof) was an officer, director, trustee, or direct or indirect owner? ~~ ~~~~~~~~~~~~~~~~~~~~~ Did the organization receive more than $25,000 in non-cash contributions? Did the organization receive contributions of art, historical treasures, or other similar assets, or qualified conservation contributions? ~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization liquidate, terminate, or dissolve and cease operations? Did the organization sell, exchange, dispose of, or transfer more than 25% of its net assets? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization own 100% of an entity disregarded as separate from the organization under Regulations sections 301.7701-2 and 301.7701-3? Was the organization related to any tax-exempt or taxable entity? ~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization have a controlled entity within the meaning of section 512(b)(13)? If "Yes" to line 35a, did the organization receive any payment from or engage in any transaction with a controlled entity within the meaning of section 512(b)(13)? ~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~ Did the organization make any transfers to an exempt non-charitable related organization? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization conduct more than 5% of its activities through an entity that is not a related organization and that is treated as a partnership for federal income tax purposes? ~~~~~~~~ Did the organization complete Schedule O and provide explanations in Schedule O for Part VI, lines 11b and 19? All Form 990 filers are required to complete Schedule O Check if Schedule O contains a response or note to any line in this Part V Enter the number reported in Box 3 of Form 1096. Enter -0- if not applicable ~~~~~~~~~~~ Enter the number of Forms W-2G included in line 1a. Enter -0- if not applicable ~~~~~~~~~~ Did the organization comply with backup withholding rules for reportable payments to vendors and reportable gaming (gambling) winnings to prize winners? Form (2018) 4 Part IV Checklist of Required Schedules Part V Statements Regarding Other IRS Filings and Tax Compliance 990 DRAFT V V V V V V V V V V V V DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ 0 . V V V V V V V V 2 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 27 832005 12-31-18 Yes No 2 3 4 5 6 7 a b 2a Note. 2b 3a 3b 4a 5a 5b 5c 6a 6b 7a 7b 7c 7e 7f 7g 7h 8 9a 9b a b a b a b c a b Organizations that may receive deductible contributions under section 170(c). a b c d e f g h 7d 8 9 10 11 12 13 14 15 16 Sponsoring organizations maintaining donor advised funds. Sponsoring organizations maintaining donor advised funds. a b Section 501(c)(7) organizations. a b 10a 10b Section 501(c)(12) organizations. a b 11a 11b a b Section 4947(a)(1) non-exempt charitable trusts. 12a 12b Section 501(c)(29) qualified nonprofit health insurance issuers. Note. a b c a b 13a 13b 13c 14a 14b 15 16 (continued) e-file If "No" to line 3b, provide an explanation in Schedule O If "No," provide an explanation in Schedule O Did the organization receive a payment in excess of $75 made partly as a contribution and partly for goods and services provided to the payor? Form (2018) Form 990 (2018)Page Enter the number of employees reported on Form W-3, Transmittal of Wage and Tax Statements, filed for the calendar year ending with or within the year covered by this return ~~~~~~~~~~ If at least one is reported on line 2a, did the organization file all required federal employment tax returns? If the sum of lines 1a and 2a is greater than 250, you may be required to (see instructions) ~~~~~~~~~~ ~~~~~~~~~~~ Did the organization have unrelated business gross income of $1,000 or more during the year? If "Yes," has it filed a Form 990-T for this year? ~~~~~~~~~~~~~~ ~~~~~~~~~~~ At any time during the calendar year, did the organization have an interest in, or a signature or other authority over, a financial account in a foreign country (such as a bank account, securities account, or other financial account)?~~~~~~~ If "Yes," enter the name of the foreign country: See instructions for filing requirements for FinCEN Form 114, Report of Foreign Bank and Financial Accounts (FBAR). Was the organization a party to a prohibited tax shelter transaction at any time during the tax year? Did any taxable party notify the organization that it was or is a party to a prohibited tax shelter transaction? ~~~~~~~~~~~~ ~~~~~~~~~ If "Yes" to line 5a or 5b, did the organization file Form 8886-T?~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Does the organization have annual gross receipts that are normally greater than $100,000, and did the organization solicit any contributions that were not tax deductible as charitable contributions? If "Yes," did the organization include with every solicitation an express statement that such contributions or gifts were not tax deductible? ~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ If "Yes," did the organization notify the donor of the value of the goods or services provided? Did the organization sell, exchange, or otherwise dispose of tangible personal property for which it was required to file Form 8282? ~~~~~~~~~~~~~~~ If "Yes," indicate the number of Forms 8282 filed during the year Did the organization receive any funds, directly or indirectly, to pay premiums on a personal benefit contract? ~~~~~~~~~~~~~~~~ ~~~~~~~ ~~~~~~~~~Did the organization, during the year, pay premiums, directly or indirectly, on a personal benefit contract? If the organization received a contribution of qualified intellectual property, did the organization file Form 8899 as required? If the organization received a contribution of cars, boats, airplanes, or other vehicles, did the organization file a Form 1098-C? ~ Did a donor advised fund maintained by the sponsoring organization have excess business holdings at any time during the year?~~~~~~~~~~~~~~~~~~~ Did the sponsoring organization make any taxable distributions under section 4966? Did the sponsoring organization make a distribution to a donor, donor advisor, or related person? ~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~ Enter: Initiation fees and capital contributions included on Part VIII, line 12 Gross receipts, included on Form 990, Part VIII, line 12, for public use of club facilities ~~~~~~~~~~~~~~~ ~~~~~~ Enter: Gross income from members or shareholders Gross income from other sources (Do not net amounts due or paid to other sources against amounts due or received from them.) ~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Is the organization filing Form 990 in lieu of Form 1041? If "Yes," enter the amount of tax-exempt interest received or accrued during the year Is the organization licensed to issue qualified health plans in more than one state? See the instructions for additional information the organization must report on Schedule O. ~~~~~~~~~~~~~~~~~~~~~ Enter the amount of reserves the organization is required to maintain by the states in which the organization is licensed to issue qualified health plans Enter the amount of reserves on hand ~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization receive any payments for indoor tanning services during the tax year? If "Yes," has it filed a Form 720 to report these payments? ~~~~~~~~~~~~~~~~ ~~~~~~~~~~ Is the organization subject to the section 4960 tax on payment(s) of more than $1,000,000 in remuneration or excess parachute payment(s) during the year? If "Yes," see instructions and file Form 4720, Schedule N. Is the organization an educational institution subject to the section 4968 excise tax on net investment income? If "Yes," complete Form 4720, Schedule O. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~ 5 Part V Statements Regarding Other IRS Filings and Tax Compliance 990 J DRAFT V V V V V V V V V V V . DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ V 3 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 28 832006 12-31-18 Yes No 1a 1b 1 2 3 4 5 6 7 8 9 a b 2 3 4 5 6 7a 7b 8a 8b 9 a b a b Yes No 10 11 a b 10a 10b 11a 12a 12b 12c 13 14 15a 15b 16a 16b a b 12a b c 13 14 15 a b 16a b 17 18 19 20 For each "Yes" response to lines 2 through 7b below, and for a "No" response to line 8a, 8b, or 10b below, describe the circumstances, processes, or changes in Schedule O. See instructions. If "Yes," provide the names and addresses in Schedule O (This Section B requests information about policies not required by the Internal Revenue Code.) If "No," go to line 13 If "Yes," describe in Schedule O how this was done (explain in Schedule O) If there are material differences in voting rights among members of the governing body, or if the governing body delegated broad authority to an executive committee or similar committee, explain in Schedule O. Did the organization contemporaneously document the meetings held or written actions undertaken during the year by the following: Were officers, directors, or trustees, and key employees required to disclose annually interests that could give rise to conflicts? Form (2018) Form 990 (2018)Page Check if Schedule O contains a response or note to any line in this Part VI Enter the number of voting members of the governing body at the end of the tax year Enter the number of voting members included in line 1a, above, who are independent ~~~~~~ ~~~~~~ Did any officer, director, trustee, or key employee have a family relationship or a business relationship with any other officer, director, trustee, or key employee? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization delegate control over management duties customarily performed by or under the direct supervision of officers, directors, or trustees, or key employees to a management company or other person?~~~~~~~~~~~~~~ Did the organization make any significant changes to its governing documents since the prior Form 990 was filed? Did the organization become aware during the year of a significant diversion of the organization's assets? Did the organization have members or stockholders? ~~~~~ ~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization have members, stockholders, or other persons who had the power to elect or appoint one or more members of the governing body? Are any governance decisions of the organization reserved to (or subject to approval by) members, stockholders, or persons other than the governing body? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ The governing body? Each committee with authority to act on behalf of the governing body? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Is there any officer, director, trustee, or key employee listed in Part VII, Section A, who cannot be reached at the organization's mailing address? Did the organization have local chapters, branches, or affiliates? If "Yes," did the organization have written policies and procedures governing the activities of such chapters, affiliates, and branches to ensure their operations are consistent with the organization's exempt purposes? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~ Has the organization provided a complete copy of this Form 990 to all members of its governing body before filing the form? Describe in Schedule O the process, if any, used by the organization to review this Form 990. Did the organization have a written conflict of interest policy? ~~~~~~~~~~~~~~~~~~~~ ~~~~~~ Did the organization regularly and consistently monitor and enforce compliance with the policy? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization have a written whistleblower policy? Did the organization have a written document retention and destruction policy? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~ Did the process for determining compensation of the following persons include a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision? The organization's CEO, Executive Director, or top management official Other officers or key employees of the organization If "Yes" to line 15a or 15b, describe the process in Schedule O (see instructions). ~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization invest in, contribute assets to, or participate in a joint venture or similar arrangement with a taxable entity during the year? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ If "Yes," did the organization follow a written policy or procedure requiring the organization to evaluate its participation in joint venture arrangements under applicable federal tax law, and take steps to safeguard the organization's exempt status with respect to such arrangements? List the states with which a copy of this Form 990 is required to be filed Section 6104 requires an organization to make its Forms 1023 (1024 or 1024-A if applicable), 990, and 990-T (Section 501(c)(3)s only) available for public inspection. Indicate how you made these available. Check all that apply. Own website Another's website Upon request Other Describe in Schedule O whether (and if so, how) the organization made its governing documents, conflict of interest policy, and financial statements available to the public during the tax year. State the name, address, and telephone number of the person who possesses the organization's books and records | 6 Part VI Governance, Management, and Disclosure Section A. Governing Body and Management Section B. Policies Section C. Disclosure 990 J DRAFT 6 6 V V V V V V V V V V V V V V V V V V V V D?JE K?RTGLQOL + 3.5+106+063. 0./ 2TH QTREET QE ROOK 0.2, ROCHEQTER, KL 337.2 DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ V KL V 4 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 29 In d i v i d u a l t r u s t e e o r d i r e c t o r In s t i t u t i o n a l t r u s t e e Of f i c e r Ke y e m p l o y e e Hi g h e s t c o m p e n s a t e d em p l o y e e Fo r m e r (do not check more than one box, unless person is both an officer and a director/trustee) 832007 12-31-18 current Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees 1a current current former former directors or trustees (A)(B)(C)(D)(E)(F) Form 990 (2018)Page Check if Schedule O contains a response or note to any line in this Part VII Complete this table for all persons required to be listed. Report compensation for the calendar year ending with or within the organization's tax year. ¥ List all of the organization's officers, directors, trustees (whether individuals or organizations), regardless of amount of compensation.Enter -0- in columns (D), (E), and (F) if no compensation was paid. ¥ List all of the organization's key employees, if any. See instructions for definition of "key employee." ¥ List the organization's five highest compensated employees (other than an officer, director, trustee, or key employee) who received report- able compensation (Box 5 of Form W-2 and/or Box 7 of Form 1099-MISC) of more than $100,000 from the organization and any related organizations. ¥ List all of the organization's officers, key employees, and highest compensated employees who received more than $100,000 of reportable compensation from the organization and any related organizations. ¥ List all of the organization's that received, in the capacity as a former director or trustee of the organization, more than $10,000 of reportable compensation from the organization and any related organizations. List persons in the following order: individual trustees or directors; institutional trustees; officers; key employees; highest compensated employees; and former such persons. Check this box if neither the organization nor any related organization compensated any current officer, director, or trustee. PositionName and Title Average hours per week (list any hours for related organizations below line) Reportable compensation from the organization (W-2/1099-MISC) Reportable compensation from related organizations (W-2/1099-MISC) Estimated amount of other compensation from the organization and related organizations Form (2018) 7 Part VII Compensation of Officers, Directors, Trustees, Key Employees, Highest Compensated Employees, and Independent Contractors 990 DPAFR V 57 5<%$. (+$.5 $5)(// ) %5()( -$0(6 ($03%(// -$0(6 9 %.(5 0.(+$(/ )28,+(57< 0$5. +.(.(< )$1$ %$./(< 3$8/ :.//.$06 9.(( (+$.5 ).5((725 75($685(5 ).5((725 ).5((725 ).5((725 ).5((725 6.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 V V V V V V V V V V V 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. 0. DESTINATION MEDICAL CENTER CORPORATION 46-4959371 7 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 30 Fo r m e r In d i v i d u a l t r u s t e e o r d i r e c t o r In s t i t u t i o n a l t r u s t e e Of f i c e r Hi g h e s t c o m p e n s a t e d em p l o y e e Ke y e m p l o y e e (do not check more than one box, unless person is both an officer and a director/trustee) 832008 12-31-18 Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees (B)(C)(A)(D)(E)(F) 1b c d Sub-total Total from continuation sheets to Part VII, Section A Total (add lines 1b and 1c) 2 Yes No 3 4 5 former 3 4 5 Section B. Independent Contractors 1 (A)(B)(C) 2 (continued) If "Yes," complete Schedule J for such individual If "Yes," complete Schedule J for such individual If "Yes," complete Schedule J for such person Page Form 990 (2018) PositionAverage hours per week (list any hours for related organizations below line) Name and title Reportable compensation from the organization (W-2/1099-MISC) Reportable compensation from related organizations (W-2/1099-MISC) Estimated amount of other compensation from the organization and related organizations ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | ~~~~~~~~~~ | | Total number of individuals (including but not limited to those listed above) who received more than $100,000 of reportable compensation from the organization | Did the organization list any officer, director, or trustee, key employee, or highest compensated employee on line 1a? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ For any individual listed on line 1a, is the sum of reportable compensation and other compensation from the organization and related organizations greater than $150,000? ~~~~~~~~~~~~~ Did any person listed on line 1a receive or accrue compensation from any unrelated organization or individual for services rendered to the organization? Complete this table for your five highest compensated independent contractors that received more than $100,000 of compensation from the organization. Report compensation for the calendar year ending with or within the organization's tax year. Name and business address Description of services Compensation Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization | Form (2018) 8 Part VII 990 DPAFR0.0.0. 0.0.0. 200 1ST STREET SU, ROCFESTER, MN 55905 800 NICOLLET MALL, SSITE 2600, MINNEAPOLIS, 0 2 0.0.0. DESTINATION MEDICAL CENTER CORPORATION V V V 46-4959371 DESTINATION MEDICAL CENTER ECONOMIC DETELOP MCGRANN SFEA CARNITAL STRASGFN $ LAMB, CFTD PREP/IMPLEMENTATION DETELOPMENT PLAN LEGAL SERTICES 2,319,197. 160,503. 8 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 31 Noncash contributions included in lines 1a-1f: $ 832009 12-31-18 Total revenue. (A)(B)(C)(D) 1 a b c d e f g h 1 1 1 1 1 1 a b c d e f Co n t r i b u t i o n s , G i f t s , G r a n t s an d O t h e r S i m i l a r A m o u n t s Total. Business Code a b c d e f g 2 Pr o g r a m S e r v i c e Re v e n u e Total. 3 4 5 6 a b c d a b c d 7 a b c 8 a b 9 a b c a b 10 a b c a b Business Code 11 a b c d e Total. Ot h e r R e v e n u e 12 Revenue excludedfrom tax undersections512 - 514 All other contributions, gifts, grants, and similar amounts not included above See instructions Form (2018) Page Form 990 (2018) Check if Schedule O contains a response or note to any line in this Part VIII Total revenue Related or exempt functionrevenue Unrelated businessrevenue Federated campaigns Membership dues ~~~~~~ ~~~~~~~~ Fundraising events Related organizations ~~~~~~~~ ~~~~~~ Government grants (contributions) ~~ Add lines 1a-1f | All other program service revenue ~~~~~ Add lines 2a-2f | Investment income (including dividends, interest, and other similar amounts) Income from investment of tax-exempt bond proceeds ~~~~~~~~~~~~~~~~~ | | Royalties | (i) Real (ii) Personal Gross rents Less: rental expenses Rental income or (loss) Net rental income or (loss) ~~~~~~~ ~~~ ~~ | Gross amount from sales of assets other than inventory (i) Securities (ii) Other Less: cost or other basis and sales expenses Gain or (loss) ~~~ ~~~~~~~ Net gain or (loss) | Gross income from fundraising events (not including $of contributions reported on line 1c). See Part IV, line 18 ~~~~~~~~~~~~~ Less: direct expenses ~~~~~~~~~~ Net income or (loss) from fundraising events | Gross income from gaming activities. See Part IV, line 19 ~~~~~~~~~~~~~ Less: direct expenses Net income or (loss) from gaming activities ~~~~~~~~~ | Gross sales of inventory, less returns and allowances ~~~~~~~~~~~~~ Less: cost of goods sold Net income or (loss) from sales of inventory ~~~~~~~~ | Miscellaneous Revenue All other revenue ~~~~~~~~~~~~~ Add lines 11a-11d ~~~~~~~~~~~~~~~ | | 9 Part VIII Statement of Revenue 990 DRAFT 0,36/,433. 0,36/,433. 0,36/,447..... /2. DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ /2./2. 7 .700.6/7 /1/617 .72+.60702..0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 32 Check here if following SOP 98-2 (ASC 958-720) 832010 12-31-18 Total functional expenses. Joint costs. (A)(B)(C)(D) 1 2 3 4 5 6 7 8 9 10 11 a b c d e f g 12 13 14 15 16 17 18 19 20 21 22 23 24 a b c d e 25 26 Section 501(c)(3) and 501(c)(4) organizations must complete all columns. All other organizations must complete column (A). Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) Professional fundraising services. See Part IV, line 17 (If line 11g amount exceeds 10% of line 25, column (A) amount, list line 11g expenses on Sch O.) Other expenses. Itemize expenses not covered above. (List miscellaneous expenses in line 24e. If line24e amount exceeds 10% of line 25, column (A)amount, list line 24e expenses on Schedule O.) Add lines 1 through 24e Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Form 990 (2018)Page Check if Schedule O contains a response or note to any line in this Part IX Total expenses Program service expenses Management andgeneral expenses Fundraisingexpenses ~ Grants and other assistance to domestic individuals. See Part IV, line 22 ~~~~~~~ Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16 ~~~ Benefits paid to or for members ~~~~~~~ Compensation of current officers, directors, trustees, and key employees ~~~~~~~~ ~~~ Other salaries and wages ~~~~~~~~~~ Other employee benefits ~~~~~~~~~~ Payroll taxes ~~~~~~~~~~~~~~~~ Fees for services (non-employees): Management Legal Accounting Lobbying ~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~ Investment management fees Other. ~~~~~~~~ Advertising and promotion Office expenses Information technology Royalties ~~~~~~~~~ ~~~~~~~~~~~~~~~ ~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~ Occupancy ~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~Travel Payments of travel or entertainment expenses for any federal, state, or local public officials ~ Conferences, conventions, and meetings ~~ Interest Payments to affiliates ~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~ Depreciation, depletion, and amortization Insurance ~~ ~~~~~~~~~~~~~~~~~ All other expenses | Form (2018) Do not include amounts reported on lines 6b, 7b, 8b, 9b, and 10b of Part VIII. 10 Statement of Functional ExpensesPart IX 990 DRAFT/4.,3.1. 2,.3.. 6,./7. 02,.3.. 050. /,2./. /2,/5/. 0,147,0.1. 0,36/,447. /4.,3.1. 2,.3.. 6,./7. 02,.3.. 050. /,2./. /2,/5/. 0,147,0.1. 0,15.,4.2. 0//,.43... PROER?K COQTQ DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ /. .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 33 832011 12-31-18 (A)(B) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 1 2 3 4 5 6 7 8 9 10c 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 a b 10a 10b As s e t s Total assets. Li a b i l i t i e s Total liabilities. Organizations that follow SFAS 117 (ASC 958), check here and complete lines 27 through 29, and lines 33 and 34. 27 28 29 Organizations that do not follow SFAS 117 (ASC 958), check here and complete lines 30 through 34. 30 31 32 33 34 Ne t A s s e t s o r F u n d B a l a n c e s Form 990 (2018)Page Check if Schedule O contains a response or note to any line in this Part X Beginning of year End of year Cash - non-interest-bearing Savings and temporary cash investments Pledges and grants receivable, net ~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~ Accounts receivable, net ~~~~~~~~~~~~~~~~~~~~~~~~~~ Loans and other receivables from current and former officers, directors, trustees, key employees, and highest compensated employees. Complete Part II of Schedule L ~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), persons described in section 4958(c)(3)(B), and contributing employers and sponsoring organizations of section 501(c)(9) voluntary employees' beneficiary organizations (see instr). Complete Part II of Sch L ~~ Notes and loans receivable, net Inventories for sale or use Prepaid expenses and deferred charges ~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~ Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D Less: accumulated depreciation ~~~ ~~~~~~ Investments - publicly traded securities Investments - other securities. See Part IV, line 11 Investments - program-related. See Part IV, line 11 Intangible assets ~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~ ~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Other assets. See Part IV, line 11 ~~~~~~~~~~~~~~~~~~~~~~ Add lines 1 through 15 (must equal line 34) Accounts payable and accrued expenses Grants payable Deferred revenue ~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Tax-exempt bond liabilities Escrow or custodial account liability. Complete Part IV of Schedule D ~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~ Loans and other payables to current and former officers, directors, trustees, key employees, highest compensated employees, and disqualified persons. Complete Part II of Schedule L ~~~~~~~~~~~~~~~~~~~~~~~ Secured mortgages and notes payable to unrelated third parties ~~~~~~ Unsecured notes and loans payable to unrelated third parties ~~~~~~~~ Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17-24). Complete Part X of Schedule D ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Add lines 17 through 25 | Unrestricted net assets Temporarily restricted net assets Permanently restricted net assets ~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~ | Capital stock or trust principal, or current funds Paid-in or capital surplus, or land, building, or equipment fund Retained earnings, endowment, accumulated income, or other funds ~~~~~~~~~~~~~~~ ~~~~~~~~ ~~~~ Total net assets or fund balances ~~~~~~~~~~~~~~~~~~~~~~ Total liabilities and net assets/fund balances Form (2018) 11 Balance SheetPart X 990 DRAFT/.1,456.30,717. 16/,/4/.0/5,/12. 263,511.05/,017. 672./,/44. 11/,.33./45,1... /.1,456.30,717. 3/,....3/,.... 263,511.05/,017. V .... .... 263,511.05/,017. 24+273715/DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL // .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 34 832012 12-31-18 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Yes No 1 2 3 a b c 2a 2b 2c a b 3a 3b Form 990 (2018)Page Check if Schedule O contains a response or note to any line in this Part XI Total revenue (must equal Part VIII, column (A), line 12) Total expenses (must equal Part IX, column (A), line 25) Revenue less expenses. Subtract line 2 from line 1 Net assets or fund balances at beginning of year (must equal Part X, line 33, column (A)) ~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~ Net unrealized gains (losses) on investments Donated services and use of facilities Investment expenses Prior period adjustments ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Other changes in net assets or fund balances (explain in Schedule O) Net assets or fund balances at end of year. Combine lines 3 through 9 (must equal Part X, line 33, column (B)) ~~~~~~~~~~~~~~~~~~~ Check if Schedule O contains a response or note to any line in this Part XII Accounting method used to prepare the Form 990: Cash Accrual Other If the organization changed its method of accounting from a prior year or checked "Other," explain in Schedule O. Were the organization's financial statements compiled or reviewed by an independent accountant?~~~~~~~~~~~~ If "Yes," check a box below to indicate whether the financial statements for the year were compiled or reviewed on a separate basis, consolidated basis, or both: Separate basis Consolidated basis Both consolidated and separate basis Were the organization's financial statements audited by an independent accountant?~~~~~~~~~~~~~~~~~~~ If "Yes," check a box below to indicate whether the financial statements for the year were audited on a separate basis, consolidated basis, or both: Separate basis Consolidated basis Both consolidated and separate basis If "Yes" to line 2a or 2b, does the organization have a committee that assumes responsibility for oversight of the audit, review, or compilation of its financial statements and selection of an independent accountant?~~~~~~~~~~~~~~~ If the organization changed either its oversight process or selection process during the tax year, explain in Schedule O. As a result of a federal award, was the organization required to undergo an audit or audits as set forth in the Single Audit Act and OMB Circular A-133? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ If "Yes," did the organization undergo the required audit or audits? If the organization did not undergo the required audit or audits, explain why in Schedule O and describe any steps taken to undergo such audits Form (2018) 12 Part XI Reconciliation of Net Assets Part XII Financial Statements and Reporting 990 DRAFTV DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ 0,36/,447. 0,36/,447. .. .. .. .. V V V V V V /0 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 35 (iv) Is the organization listedin your governing document? OMB No. 1545-0047 Department of the Treasury Internal Revenue Service 832021 10-11-18 (i)(iii)(v)(vi)(ii) Name of supported organization Type of organization (described on lines 1-10 above (see instructions)) Amount of monetary support (see instructions) Amount of other support (see instructions) EIN (Form 990 or 990-EZ)Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust. | Attach to Form 990 or Form 990-EZ. | Go to www.irs.gov/Form990 for instructions and the latest information. Open to Public Inspection Name of the organization Employer identification number 1 2 3 4 5 6 7 8 9 10 11 12 section 170(b)(1)(A)(i). section 170(b)(1)(A)(ii). section 170(b)(1)(A)(iii). section 170(b)(1)(A)(iii). section 170(b)(1)(A)(iv). section 170(b)(1)(A)(v). section 170(b)(1)(A)(vi). section 170(b)(1)(A)(vi). section 170(b)(1)(A)(ix) section 509(a)(2). section 509(a)(4). section 509(a)(1) section 509(a)(2) section 509(a)(3). a b c d e f g Type I. You must complete Part IV, Sections A and B. Type II. You must complete Part IV, Sections A and C. Type III functionally integrated. You must complete Part IV, Sections A, D, and E. Type III non-functionally integrated. You must complete Part IV, Sections A and D, and Part V. Yes No Total For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.Schedule A (Form 990 or 990-EZ) 2018 (All organizations must complete this part.) See instructions. The organization is not a private foundation because it is: (For lines 1 through 12, check only one box.) A church, convention of churches, or association of churches described in A school described in (Attach Schedule E (Form 990 or 990-EZ).) A hospital or a cooperative hospital service organization described in A medical research organization operated in conjunction with a hospital described in Enter the hospital's name, city, and state: An organization operated for the benefit of a college or university owned or operated by a governmental unit described in (Complete Part II.) A federal, state, or local government or governmental unit described in An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in (Complete Part II.) A community trust described in (Complete Part II.) An agricultural research organization described in operated in conjunction with a land-grant college or university or a non-land-grant college of agriculture (see instructions). Enter the name, city, and state of the college or university: An organization that normally receives: (1) more than 33 1/3% of its support from contributions, membership fees, and gross receipts from activities related to its exempt functions - subject to certain exceptions, and (2) no more than 33 1/3% of its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses acquired by the organization after June 30, 1975. See (Complete Part III.) An organization organized and operated exclusively to test for public safety. See An organization organized and operated exclusively for the benefit of, to perform the functions of, or to carry out the purposes of one or more publicly supported organizations described in or . See Check the box in lines 12a through 12d that describes the type of supporting organization and complete lines 12e, 12f, and 12g. A supporting organization operated, supervised, or controlled by its supported organization(s), typically by giving the supported organization(s) the power to regularly appoint or elect a majority of the directors or trustees of the supporting organization. A supporting organization supervised or controlled in connection with its supported organization(s), by having control or management of the supporting organization vested in the same persons that control or manage the supported organization(s). A supporting organization operated in connection with, and functionally integrated with, its supported organization(s) (see instructions). A supporting organization operated in connection with its supported organization(s) that is not functionally integrated. The organization generally must satisfy a distribution requirement and an attentiveness requirement (see instructions). Check this box if the organization received a written determination from the IRS that it is a Type I, Type II, Type III functionally integrated, or Type III non-functionally integrated supporting organization. Enter the number of supported organizations ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Provide the following information about the supported organization(s). LHA SCHEDULE A Part I Reason for Public Charity Status Public Charity Status and Public Support 2018 DPAFR V 46-4959371DESTINATION MEDICAL CENTER CORPORATION 13 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 36 Subtract line 5 from line 4. 832022 10-11-18 Calendar year (or fiscal year beginning in) Calendar year (or fiscal year beginning in) | 2 (a) (b) (c) (d) (e) (f) 1 2 3 4 5 Total. 6 Public support. (a) (b) (c) (d) (e) (f) 7 8 9 10 11 12 13 Total support. 12 First five years. stop here 14 15 14 15 16 17 18 a b a b 33 1/3% support test - 2018. stop here. 33 1/3% support test - 2017. stop here. 10% -facts-and-circumstances test - 2018. stop here. 10% -facts-and-circumstances test - 2017. stop here. Private foundation. Schedule A (Form 990 or 990-EZ) 2018 | Add lines 7 through 10 Schedule A (Form 990 or 990-EZ) 2018 Page (Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization fails to qualify under the tests listed below, please complete Part III.) 2014 2015 2016 2017 2018 Total Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.")~~ Tax revenues levied for the organ- ization's benefit and either paid to or expended on its behalf ~~~~ The value of services or facilities furnished by a governmental unit to the organization without charge ~ Add lines 1 through 3 ~~~ The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f)~~~~~~~~~~~~ 2014 2015 2016 2017 2018 Total Amounts from line 4 ~~~~~~~ Gross income from interest, dividends, payments received on securities loans, rents, royalties, and income from similar sources ~ Net income from unrelated business activities, whether or not the business is regularly carried on ~ Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) ~~~~ Gross receipts from related activities, etc. (see instructions) ~~~~~~~~~~~~~~~~~~~~~~~ If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and | ~~~~~~~~~~~~Public support percentage for 2018 (line 6, column (f) divided by line 11, column (f)) Public support percentage from 2017 Schedule A, Part II, line 14 % %~~~~~~~~~~~~~~~~~~~~~ If the organization did not check the box on line 13, and line 14 is 33 1/3% or more, check this box and The organization qualifies as a publicly supported organization ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | If the organization did not check a box on line 13 or 16a, and line 15 is 33 1/3% or more, check this box and The organization qualifies as a publicly supported organization ~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | If the organization did not check a box on line 13, 16a, or 16b, and line 14 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization ~~~~~~~~~~~~~~~ | If the organization did not check a box on line 13, 16a, 16b, or 17a, and line 15 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization ~~~~~~~~ | If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see instructions | Part II Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi) Section A. Public Support Section B. Total Support Section C. Computation of Public Support Percentage DRAFT 32/4224. 32/4224. 14.3/65. 14.3/65. 0066117. 025/042. 036/433./414067/. 0066117. 025/042. 036/433./414067/. /414067/. 32/4224. 14.3/65. 0066117. 025/042. 036/433./414067/. /././.4. /2. 01. /41407/2. V DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ /2 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 37 (Subtract line 7c from line 6.) Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year (Add lines 9, 10c, 11, and 12.) 832023 10-11-18 Calendar year (or fiscal year beginning in) | Calendar year (or fiscal year beginning in) | Total support. 3 (a) (b) (c) (d) (e) (f) 1 2 3 4 5 6 7 Total. a b c 8 Public support. (a) (b) (c) (d) (e) (f) 9 10a b c 11 12 13 14 First five years. stop here 15 16 15 16 17 18 19 20 2018 2017 17 18 a b 33 1/3% support tests - 2018. stop here. 33 1/3% support tests - 2017. stop here. Private foundation. Schedule A (Form 990 or 990-EZ) 2018 Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975 Schedule A (Form 990 or 990-EZ) 2018 Page (Complete only if you checked the box on line 10 of Part I or if the organization failed to qualify under Part II. If the organization fails to qualify under the tests listed below, please complete Part II.) 2014 2015 2016 2017 2018 Total Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.")~~ Gross receipts from admissions, merchandise sold or services per- formed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose Gross receipts from activities that are not an unrelated trade or bus- iness under section 513 ~~~~~ Tax revenues levied for the organ- ization's benefit and either paid to or expended on its behalf ~~~~ The value of services or facilities furnished by a governmental unit to the organization without charge ~ ~~~ Add lines 1 through 5 Amounts included on lines 1, 2, and 3 received from disqualified persons ~~~~~~ Add lines 7a and 7b ~~~~~~~ 2014 2015 2016 2017 2018 Total Amounts from line 6 ~~~~~~~ Gross income from interest, dividends, payments received on securities loans, rents, royalties, and income from similar sources ~ ~~~~ Add lines 10a and 10b ~~~~~~ Net income from unrelated businessactivities not included in line 10b, whether or not the business is regularly carried on ~~~~~~~ Other income. Do not include gainor loss from the sale of capital assets (Explain in Part VI.)~~~~ If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and | Public support percentage for 2018 (line 8, column (f), divided by line 13, column (f)) Public support percentage from 2017 Schedule A, Part III, line 15 ~~~~~~~~~~~% % Investment income percentage for (line 10c, column (f), divided by line 13, column (f)) Investment income percentage from Schedule A, Part III, line 17 ~~~~~~~~% %~~~~~~~~~~~~~~~~~~ If the organization did not check the box on line 14, and line 15 is more than 33 1/3%, and line 17 is not more than 33 1/3%, check this box and The organization qualifies as a publicly supported organization ~~~~~~~~~~ | If the organization did not check a box on line 14 or line 19a, and line 16 is more than 33 1/3%, and line 18 is not more than 33 1/3%, check this box and The organization qualifies as a publicly supported organization ~~~~ | If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions | Part III Support Schedule for Organizations Described in Section 509(a)(2) Section A. Public Support Section B. Total Support Section C. Computation of Public Support Percentage Section D. Computation of Investment Income Percentage DPAFR DESTINATION MEDICAL CENTER CORPORATION 46-4959371 15 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 38 832024 10-11-18 4 Yes No 1 2 3 4 5 6 7 8 9 10 Part VI 1 2 3a 3b 3c 4a 4b 4c 5a 5b 5c 6 7 8 9a 9b 9c 10a 10b Part VI a b c a b c a b c a b c a b Part VI Part VI Part VI Part VI Part VI, Type I or Type II only. Substitutions only. Part VI. Part VI. Part VI. Part VI. Schedule A (Form 990 or 990-EZ) 2018 If "No," describe in how the supported organizations are designated. If designated by class or purpose, describe the designation. If historic and continuing relationship, explain. If "Yes," explain in how the organization determined that the supported organization was described in section 509(a)(1) or (2). If "Yes," answer (b) and (c) below. If "Yes," describe in when and how the organization made the determination. If "Yes," explain in what controls the organization put in place to ensure such use. If "Yes," and if you checked 12a or 12b in Part I, answer (b) and (c) below. If "Yes," describe in how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations. If "Yes," explain in what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes. If "Yes," answer (b) and (c) below (if applicable). Also, provide detail in including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization's organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document). If "Yes," provide detail in If "Yes," complete Part I of Schedule L (Form 990 or 990-EZ). If "Yes," complete Part I of Schedule L (Form 990 or 990-EZ). If "Yes," provide detail in If "Yes," provide detail in If "Yes," provide detail in If "Yes," answer 10b below. (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings.) Schedule A (Form 990 or 990-EZ) 2018 Page (Complete only if you checked a box in line 12 on Part I. If you checked 12a of Part I, complete Sections A and B. If you checked 12b of Part I, complete Sections A and C. If you checked 12c of Part I, complete Sections A, D, and E. If you checked 12d of Part I, complete Sections A and D, and complete Part V.) Are all of the organization's supported organizations listed by name in the organization's governing documents? Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? Was any supported organization not organized in the United States ("foreign supported organization")? Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? Did the organization add, substitute, or remove any supported organizations during the tax year? Was any added or substituted supported organization part of a class already designated in the organization's organizing document? Was the substitution the result of an event beyond the organization's control? Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization's supported organizations? Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (as defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? Did the organization make a loan to a disqualified person (as defined in section 4958) not described in line 7? Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? Did one or more disqualified persons (as defined in line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? Did a disqualified person (as defined in line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? Did the organization have any excess business holdings in the tax year? Part IV Supporting Organizations Section A. All Supporting Organizations DRAFT DESTINATION MEDICAL CENTER CORPORATION 46-4959371 16 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 39 832025 10-11-18 5 Yes No 11 a b c 11a 11b 11cPart VI. Yes No 1 2 Part VI 1 2 Part VI Yes No 1 Part VI 1 Yes No 1 2 3 1 2 3 Part VI Part VI 1 2 3 (see instructions). a b c line 2 line 3 Part VI Answer (a) and (b) below.Yes No a b a b Part VI identify those supported organizations and explain 2a 2b 3a 3b Part VI Answer (a) and (b) below. Part VI. Part VI Schedule A (Form 990 or 990-EZ) 2018 If "Yes" to a, b, or c, provide detail in If "No," describe in how the supported organization(s) effectively operated, supervised, or controlled the organization's activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove directors or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year. If "Yes," explain in how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised, or controlled the supporting organization. If "No," describe in how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s). If "No," explain in how the organization maintained a close and continuous working relationship with the supported organization(s). If "Yes," describe in the role the organization's supported organizations played in this regard. Check the box next to the method that the organization used to satisfy the Integral Part Test during the year Complete below. Complete below. Describe in how you supported a government entity (see instructions). If "Yes," then in how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities. If "Yes," explain in the reasons for the organization's position that its supported organization(s) would have engaged in these activities but for the organization's involvement. Provide details in If "Yes," describe in the role played by the organization in this regard. Schedule A (Form 990 or 990-EZ) 2018 Page Has the organization accepted a gift or contribution from any of the following persons? A person who directly or indirectly controls, either alone or together with persons described in (b) and (c) below, the governing body of a supported organization? A family member of a person described in (a) above? A 35% controlled entity of a person described in (a) or (b) above? Did the directors, trustees, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization's directors or trustees at all times during the tax year? Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? Were a majority of the organization's directors or trustees during the tax year also a majority of the directors or trustees of each of the organization's supported organization(s)? Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization's tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization's governing documents in effect on the date of notification, to the extent not previously provided? Were any of the organization's officers, directors, or trustees either (i) appointed or elected by the supported organization(s) or (ii) serving on the governing body of a supported organization? By reason of the relationship described in (2), did the organization's supported organizations have a significant voice in the organization's investment policies and in directing the use of the organization's income or assets at all times during the tax year? The organization satisfied the Activities Test. The organization is the parent of each of its supported organizations. The organization supported a governmental entity. Activities Test. Did substantially all of the organization's activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? Did the activities described in (a) constitute activities that, but for the organization's involvement, one or more of the organization's supported organization(s) would have been engaged in? Parent of Supported Organizations. Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations? Did the organization exercise a substantial degree of direction over the policies, programs, and activities of each of its supported organizations? (continued)Part IV Supporting Organizations Section B. Type I Supporting Organizations Section C. Type II Supporting Organizations Section D. All Type III Supporting Organizations Section E. Type III Functionally Integrated Supporting Organizations DRAFT DESTINATION MEDICAL CENTER CORPORATION 46-4959371 17 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 40 832026 10-11-18 6 1 See instructions. Section A - Adjusted Net Income 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8Adjusted Net Income Section B - Minimum Asset Amount 1 2 3 4 5 6 7 8 a b c d e 1a 1b 1c 1d 2 3 4 5 6 7 8 Total Discount Part VI Minimum Asset Amount Section C - Distributable Amount 1 2 3 4 5 6 7 1 2 3 4 5 6 Distributable Amount. Schedule A (Form 990 or 990-EZ) 2018 Schedule A (Form 990 or 990-EZ) 2018 Page Check here if the organization satisfied the Integral Part Test as a qualifying trust on Nov. 20, 1970 (explain in Part VI.) All other Type III non-functionally integrated supporting organizations must complete Sections A through E. (B) Current Year (optional)(A) Prior Year Net short-term capital gain Recoveries of prior-year distributions Other gross income (see instructions) Add lines 1 through 3 Depreciation and depletion Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) Other expenses (see instructions) (subtract lines 5, 6, and 7 from line 4) (B) Current Year (optional)(A) Prior Year Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): Average monthly value of securities Average monthly cash balances Fair market value of other non-exempt-use assets (add lines 1a, 1b, and 1c) claimed for blockage or other factors (explain in detail in ): Acquisition indebtedness applicable to non-exempt-use assets Subtract line 2 from line 1d Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions) Net value of non-exempt-use assets (subtract line 4 from line 3) Multiply line 5 by .035 Recoveries of prior-year distributions (add line 7 to line 6) Current Year Adjusted net income for prior year (from Section A, line 8, Column A) Enter 85% of line 1 Minimum asset amount for prior year (from Section B, line 8, Column A) Enter greater of line 2 or line 3 Income tax imposed in prior year Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) Check here if the current year is the organization's first as a non-functionally integrated Type III supporting organization (see instructions). Part V Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations DRAFT DESTINATION MEDICAL CENTER CORPORATION 46-4959371 18 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 41 832027 10-11-18 7 Section D - Distributions Current Year 1 2 3 4 5 6 7 8 9 10 Part VI Total annual distributions. Part VI (i) Excess Distributions (ii) Underdistributions Pre-2018 (iii) Distributable Amount for 2018Section E - Distribution Allocations 1 2 3 4 5 6 7 8 Part VI a b c d e f g h i j Total a b c Part VI. Part VI Excess distributions carryover to 2019. a b c d e Schedule A (Form 990 or 990-EZ) 2018 Schedule A (Form 990 or 990-EZ) 2018 Page Amounts paid to supported organizations to accomplish exempt purposes Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity Administrative expenses paid to accomplish exempt purposes of supported organizations Amounts paid to acquire exempt-use assets Qualified set-aside amounts (prior IRS approval required) Other distributions (describe in ). See instructions. Add lines 1 through 6. Distributions to attentive supported organizations to which the organization is responsive (provide details in ). See instructions. Distributable amount for 2018 from Section C, line 6 Line 8 amount divided by line 9 amount (see instructions) Distributable amount for 2018 from Section C, line 6 Underdistributions, if any, for years prior to 2018 (reason- able cause required- explain in ). See instructions. Excess distributions carryover, if any, to 2018 From 2013 From 2014 From 2015 From 2016 From 2017 of lines 3a through e Applied to underdistributions of prior years Applied to 2018 distributable amount Carryover from 2013 not applied (see instructions) Remainder. Subtract lines 3g, 3h, and 3i from 3f. Distributions for 2018 from Section D, line 7:$ Applied to underdistributions of prior years Applied to 2018 distributable amount Remainder. Subtract lines 4a and 4b from 4. Remaining underdistributions for years prior to 2018, if any. Subtract lines 3g and 4a from line 2. For result greater than zero, explain in See instructions. Remaining underdistributions for 2018. Subtract lines 3h and 4b from line 1. For result greater than zero, explain in . See instructions. Add lines 3j and 4c. Breakdown of line 7: Excess from 2014 Excess from 2015 Excess from 2016 Excess from 2017 Excess from 2018 (continued) Part V Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations DRAFT DESTINATION MEDICAL CENTER CORPORATION 46-4959371 19 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 42 832028 10-11-18 8 Schedule A (Form 990 or 990-EZ) 2018 Schedule A (Form 990 or 990-EZ) 2018 Page Provide the explanations required by Part II, line 10; Part II, line 17a or 17b; Part III, line 12; Part IV, Section A, lines 1, 2, 3b, 3c, 4b, 4c, 5a, 6, 9a, 9b, 9c, 11a, 11b, and 11c; Part IV, Section B, lines 1 and 2; Part IV, Section C, line 1; Part IV, Section D, lines 2 and 3; Part IV, Section E, lines 1c, 2a, 2b, 3a, and 3b; Part V, line 1; Part V, Section B, line 1e; Part V, Section D, lines 5, 6, and 8; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions.) Part VI Supplemental Information. DRAFT DESTINATION MEDICAL CENTER CORPORATION 46-4959371 20 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 43 Department of the Treasury Internal Revenue Service 823451 11-08-18 For Paperwork Reduction Act Notice, see the instructions for Form 990, 990-EZ, or 990-PF.Schedule B (Form 990, 990-EZ, or 990-PF) (2018) OMB No. 1545-0047 (Form 990, 990-EZ,or 990-PF)| Attach to Form 990, Form 990-EZ, or Form 990-PF. | Go to www.irs.gov/Form990 for the latest information. Employer identification number Organization type Filers of:Section: not General Rule Special Rule. Note: General Rule Special Rules (1) (2) General Rule Caution: must exclusively exclusively exclusively nonexclusively Name of the organization (check one): Form 990 or 990-EZ 501(c)( ) (enter number) organization 4947(a)(1) nonexempt charitable trust treated as a private foundation 527 political organization Form 990-PF 501(c)(3) exempt private foundation 4947(a)(1) nonexempt charitable trust treated as a private foundation 501(c)(3) taxable private foundation Check if your organization is covered by the or a Only a section 501(c)(7), (8), or (10) organization can check boxes for both the General Rule and a Special Rule. See instructions. For an organization filing Form 990, 990-EZ, or 990-PF that received, during the year, contributions totaling $5,000 or more (in money or property) from any one contributor. Complete Parts I and II. See instructions for determining a contributor's total contributions. For an organization described in section 501(c)(3) filing Form 990 or 990-EZ that met the 33 1/3% support test of the regulations under sections 509(a)(1) and 170(b)(1)(A)(vi), that checked Schedule A (Form 990 or 990-EZ), Part II, line 13, 16a, or 16b, and that received from any one contributor, during the year, total contributions of the greater of $5,000; or 2% of the amount on (i) Form 990, Part VIII, line 1h; or (ii) Form 990-EZ, line 1. Complete Parts I and II. For an organization described in section 501(c)(7), (8), or (10) filing Form 990 or 990-EZ that received from any one contributor, during the year, total contributions of more than $1,000 for religious, charitable, scientific, literary, or educational purposes, or for the prevention of cruelty to children or animals. Complete Parts I (entering "N/A" in column (b) instead of the contributor name and address), II, and III. For an organization described in section 501(c)(7), (8), or (10) filing Form 990 or 990-EZ that received from any one contributor, during the year, contributions for religious, charitable, etc., purposes, but no such contributions totaled more than $1,000. If this box is checked, enter here the total contributions that were received during the year for an religious, charitable, etc., purpose. Don't complete any of the parts unless the applies to this organization because it received religious, charitable, etc., contributions totaling $5,000 or more during the year ~~~~~~~~~~~~~~~ | $ An organization that isn't covered by the General Rule and/or the Special Rules doesn't file Schedule B (Form 990, 990-EZ, or 990-PF), but it answer "No" on Part IV, line 2, of its Form 990; or check the box on line H of its Form 990-EZ or on its Form 990-PF, Part I, line 2, to certify that it doesn't meet the filing requirements of Schedule B (Form 990, 990-EZ, or 990-PF). LHA Schedule B Schedule of Contributors 2018 DRAFT BESRGNARGMN KEBGAAJ AENRER AMRPMRARGMN 24-2959171 V 1 V 44 823452 11-08-18 Schedule B (Form 990, 990-EZ, or 990-PF) (2018) Employer identification number (a) No. (b) Name, address, and ZIP + 4 (c) Total contributions (d) Type of contribution Person Payroll Noncash (a) No. (b) Name, address, and ZIP + 4 (c) Total contributions (d) Type of contribution Person Payroll Noncash (a) No. (b) Name, address, and ZIP + 4 (c) Total contributions (d) Type of contribution Person Payroll Noncash (a) No. (b) Name, address, and ZIP + 4 (c) Total contributions (d) Type of contribution Person Payroll Noncash (a) No. (b) Name, address, and ZIP + 4 (c) Total contributions (d) Type of contribution Person Payroll Noncash (a) No. (b) Name, address, and ZIP + 4 (c) Total contributions (d) Type of contribution Person Payroll Noncash Schedule B (Form 990, 990-EZ, or 990-PF) (2018)Page Name of organization (see instructions). Use duplicate copies of Part I if additional space is needed. $ (Complete Part II for noncash contributions.) $ (Complete Part II for noncash contributions.) $ (Complete Part II for noncash contributions.) $ (Complete Part II for noncash contributions.) $ (Complete Part II for noncash contributions.) $ (Complete Part II for noncash contributions.) 2 Part I Contributors DRAFT 1 V 2,581,455. AGRY MF RMAFESRER 201 2RF SRREER SE RMAFESRER, KN 55902 BESRGNARGMN KEBGAAJ AENRER AMRPMRARGMN 24-2959171 22 09220819 111819 092-08292200 2018.02020 BESRGNARGMN KEBGAAJ AENRE 092-0821 45 823453 11-08-18 Schedule B (Form 990, 990-EZ, or 990-PF) (2018) Employer identification number (a) No. from Part I (c) FMV (or estimate)(b) Description of noncash property given (d) Date received (a) No. from Part I (c) FMV (or estimate)(b) Description of noncash property given (d) Date received (a) No. from Part I (c) FMV (or estimate)(b) Description of noncash property given (d) Date received (a) No. from Part I (c) FMV (or estimate)(b) Description of noncash property given (d) Date received (a) No. from Part I (c) FMV (or estimate)(b) Description of noncash property given (d) Date received (a) No. from Part I (c) FMV (or estimate)(b) Description of noncash property given (d) Date received Schedule B (Form 990, 990-EZ, or 990-PF) (2018)Page Name of organization (see instructions). Use duplicate copies of Part II if additional space is needed. (See instructions.) $ (See instructions.) $ (See instructions.) $ (See instructions.) $ (See instructions.) $ (See instructions.) $ 3 Part II Noncash Property DRAFT BESRGNARGMN KEBGAAJ AENRER AMRPMRARGMN 24-2959171 21 09220819 111819 092-08292200 2018.02020 BESRGNARGMN KEBGAAJ AENRE 092-0821 46 (Enter this info. once.)completing Part III, enter the total of exclusively religious, charitable, etc., contributions of for the year. 823454 11-08-18 Exclusively religious, charitable, etc., contributions to organizations described in section 501(c)(7), (8), or (10) that total more than $1,000 for the year from any one contributor.(a) (e) and $1,000 or less Schedule B (Form 990, 990-EZ, or 990-PF) (2018) Complete columns through the following line entry. For organizations Employer identification number (a) No.fromPart I (b) Purpose of gift (c) Use of gift (d) Description of how gift is held (e) Transfer of gift Transferee's name, address, and ZIP + 4 Relationship of transferor to transferee (a) No.fromPart I (b) Purpose of gift (c) Use of gift (d) Description of how gift is held (e) Transfer of gift Transferee's name, address, and ZIP + 4 Relationship of transferor to transferee (a) No.fromPart I (b) Purpose of gift (c) Use of gift (d) Description of how gift is held (e) Transfer of gift Transferee's name, address, and ZIP + 4 Relationship of transferor to transferee (a) No.fromPart I (b) Purpose of gift (c) Use of gift (d) Description of how gift is held (e) Transfer of gift Transferee's name, address, and ZIP + 4 Relationship of transferor to transferee Schedule B (Form 990, 990-EZ, or 990-PF) (2018)Page Name of organization | $ Use duplicate copies of Part III if additional space is needed. 4 Part III DPAFR DESTINATION MEDICAL CENTER CORPORATION 46-4959371 24 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 47 OMB No. 1545-0047 Department of the Treasury Internal Revenue Service 832051 10-29-18 Held at the End of the Tax Year (Form 990)| Complete if the organization answered "Yes" on Form 990,Part IV, line 6, 7, 8, 9, 10, 11a, 11b, 11c, 11d, 11e, 11f, 12a, or 12b.| Attach to Form 990.|Go to www.irs.gov/Form990 for instructions and the latest information. Open to PublicInspection Name of the organization Employer identification number (a) (b) 1 2 3 4 5 6 Yes No Yes No 1 2 3 4 5 6 7 8 9 a b c d 2a 2b 2c 2d Yes No Yes No 1 2 a b (i) (ii) a b For Paperwork Reduction Act Notice, see the Instructions for Form 990.Schedule D (Form 990) 2018 Complete if the organization answered "Yes" on Form 990, Part IV, line 6. Donor advised funds Funds and other accounts Total number at end of year Aggregate value of contributions to (during year) Aggregate value of grants from (during year) Aggregate value at end of year ~~~~~~~~~~~~~~~ ~~~~ ~~~~~~ ~~~~~~~~~~~~~ Did the organization inform all donors and donor advisors in writing that the assets held in donor advised funds are the organization's property, subject to the organization's exclusive legal control?~~~~~~~~~~~~~~~~~~ Did the organization inform all grantees, donors, and donor advisors in writing that grant funds can be used only for charitable purposes and not for the benefit of the donor or donor advisor, or for any other purpose conferring impermissible private benefit? Complete if the organization answered "Yes" on Form 990, Part IV, line 7. Purpose(s) of conservation easements held by the organization (check all that apply). Preservation of land for public use (e.g., recreation or education) Protection of natural habitat Preservation of open space Preservation of a historically important land area Preservation of a certified historic structure Complete lines 2a through 2d if the organization held a qualified conservation contribution in the form of a conservation easement on the last day of the tax year. Total number of conservation easements Total acreage restricted by conservation easements ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Number of conservation easements on a certified historic structure included in (a) Number of conservation easements included in (c) acquired after 7/25/06, and not on a historic structure listed in the National Register ~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Number of conservation easements modified, transferred, released, extinguished, or terminated by the organization during the tax year | Number of states where property subject to conservation easement is located | Does the organization have a written policy regarding the periodic monitoring, inspection, handling of violations, and enforcement of the conservation easements it holds?~~~~~~~~~~~~~~~~~~~~~~~~~ Staff and volunteer hours devoted to monitoring, inspecting, handling of violations, and enforcing conservation easements during the year | Amount of expenses incurred in monitoring, inspecting, handling of violations, and enforcing conservation easements during the year | $ Does each conservation easement reported on line 2(d) above satisfy the requirements of section 170(h)(4)(B)(i) and section 170(h)(4)(B)(ii)? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ In Part XIII, describe how the organization reports conservation easements in its revenue and expense statement, and balance sheet, and include, if applicable, the text of the footnote to the organization's financial statements that describes the organization's accounting for conservation easements. Complete if the organization answered "Yes" on Form 990, Part IV, line 8. If the organization elected, as permitted under SFAS 116 (ASC 958), not to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide, in Part XIII, the text of the footnote to its financial statements that describes these items. If the organization elected, as permitted under SFAS 116 (ASC 958), to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide the following amounts relating to these items: Revenue included on Form 990, Part VIII, line 1 Assets included in Form 990, Part X ~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | $ $~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | If the organization received or held works of art, historical treasures, or other similar assets for financial gain, provide the following amounts required to be reported under SFAS 116 (ASC 958) relating to these items: Revenue included on Form 990, Part VIII, line 1 Assets included in Form 990, Part X ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | $ $ | LHA Part I Organizations Maintaining Donor Advised Funds or Other Similar Funds or Accounts. Part II Conservation Easements. Part III Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets. SCHEDULE D Supplemental Financial Statements 2018 DRAFT DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL 24+273715/ 03 .700.6/7 /1/617 .72+.60702..0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 48 832052 10-29-18 3 4 5 a b c d e Yes No 1 2 a b c d e f a b Yes No 1c 1d 1e 1f Yes No (a) (b) (c) (d) (e) 1 2 3 4 a b c d e f g a b c a b Yes No (i) (ii) 3a(i) 3a(ii) 3b (a) (b) (c) (d) 1a b c d e Total. Schedule D (Form 990) 2018 (continued) (Column (d) must equal Form 990, Part X, column (B), line 10c.) Two years back Three years back Four years back Schedule D (Form 990) 2018 Page Using the organization's acquisition, accession, and other records, check any of the following that are a significant use of its collection items (check all that apply): Public exhibition Scholarly research Preservation for future generations Loan or exchange programs Other Provide a description of the organization's collections and explain how they further the organization's exempt purpose in Part XIII. During the year, did the organization solicit or receive donations of art, historical treasures, or other similar assets to be sold to raise funds rather than to be maintained as part of the organization's collection? Complete if the organization answered "Yes" on Form 990, Part IV, line 9, or reported an amount on Form 990, Part X, line 21. Is the organization an agent, trustee, custodian or other intermediary for contributions or other assets not included on Form 990, Part X? If "Yes," explain the arrangement in Part XIII and complete the following table: ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Amount Beginning balance Additions during the year Distributions during the year Ending balance ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Did the organization include an amount on Form 990, Part X, line 21, for escrow or custodial account liability? If "Yes," explain the arrangement in Part XIII. Check here if the explanation has been provided on Part XIII ~~~~~ Complete if the organization answered "Yes" on Form 990, Part IV, line 10. Current year Prior year Beginning of year balance Contributions Net investment earnings, gains, and losses Grants or scholarships ~~~~~~~ ~~~~~~~~~~~~~~ ~~~~~~~~~ Other expenditures for facilities and programs Administrative expenses End of year balance ~~~~~~~~~~~~~ ~~~~~~~~ ~~~~~~~~~~ Provide the estimated percentage of the current year end balance (line 1g, column (a)) held as: Board designated or quasi-endowment Permanent endowment Temporarily restricted endowment The percentages on lines 2a, 2b, and 2c should equal 100%. |% |% |% Are there endowment funds not in the possession of the organization that are held and administered for the organization by: unrelated organizations related organizations ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ If "Yes" on line 3a(ii), are the related organizations listed as required on Schedule R? Describe in Part XIII the intended uses of the organization's endowment funds. ~~~~~~~~~~~~~~~~~~~~ Complete if the organization answered "Yes" on Form 990, Part IV, line 11a. See Form 990, Part X, line 10. Description of property Cost or other basis (investment) Cost or other basis (other) Accumulated depreciation Book value Land Buildings Leasehold improvements ~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~ Equipment Other ~~~~~~~~~~~~~~~~~ Add lines 1a through 1e. | 2 Part III Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets Part IV Escrow and Custodial Arrangements. Part V Endowment Funds. Part VI Land, Buildings, and Equipment. DRAFT 0. DESTINATION MEDICAL CENTER CORPORATION 46-4959371 26 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 49 (including name of security) 832053 10-29-18 Total. Total. (a) (b) (c) (1) (2) (3) (a) (b) (c) (1) (2) (3) (4) (5) (6) (7) (8) (9) (a) (b) (1) (2) (3) (4) (5) (6) (7) (8) (9) Total. (a) (b) 1. Total. 2. Schedule D (Form 990) 2018 (Column (b) must equal Form 990, Part X, col. (B) line 15.) (Column (b) must equal Form 990, Part X, col. (B) line 25.) Description of security or category (Col. (b) must equal Form 990, Part X, col. (B) line 12.) | (Col. (b) must equal Form 990, Part X, col. (B) line 13.) | Schedule D (Form 990) 2018 Page Complete if the organization answered "Yes" on Form 990, Part IV, line 11b. See Form 990, Part X, line 12. Book value Method of valuation: Cost or end-of-year market value Financial derivatives Closely-held equity interests Other ~~~~~~~~~~~~~~~ ~~~~~~~~~~~ (A) (B) (C) (D) (E) (F) (G) (H) Complete if the organization answered "Yes" on Form 990, Part IV, line 11c. See Form 990, Part X, line 13. Description of investment Book value Method of valuation: Cost or end-of-year market value Complete if the organization answered "Yes" on Form 990, Part IV, line 11d. See Form 990, Part X, line 15. Description Book value | Complete if the organization answered "Yes" on Form 990, Part IV, line 11e or 11f. See Form 990, Part X, line 25. Description of liability Book value (1) (2) (3) (4) (5) (6) (7) (8) (9) Federal income taxes | Liability for uncertain tax positions. In Part XIII, provide the text of the footnote to the organization's financial statements that reports the organization's liability for uncertain tax positions under FIN 48 (ASC 740). Check here if the text of the footnote has been provided in Part XIII 3 Part VII Investments - Other Securities. Part VIII Investments - Program Related. Part IX Other Assets. Part X Other Liabilities. DRAFT DEQTGL?TGOL KEDGC?J CELTER CORPOR?TGOL ?DT?LCE TO DKC ED? DUE DROK OTHER EOTERLKELTQ DUE TO OTHER EOTERLKELTQ 24+273715/ 3.,.... /45,/12. 0/5,/12. 3/,.... 3/,.... 05 .700.6/7 /1/617 .72+.60702.. 0./6..2.0. DEQTGL?TGOL KEDGC?J CELTE .72+.60/ 50 832054 10-29-18 1 2 3 4 5 1 a b c d e 2a 2b 2c 2d 2a 2d 2e 32e 1 a b c 4a 4b 4a 4b 3 4c. 4c 5 1 2 3 4 5 1 a b c d e 2a 2b 2c 2d 2a 2d 2e 1 2e 3 a b c 4a 4b 4a 4b 3 4c. 4c 5 Schedule D (Form 990) 2018 (This must equal Form 990, Part I, line 12.) (This must equal Form 990, Part I, line 18.) Schedule D (Form 990) 2018 Page Complete if the organization answered "Yes" on Form 990, Part IV, line 12a. Total revenue, gains, and other support per audited financial statements Amounts included on line 1 but not on Form 990, Part VIII, line 12: ~~~~~~~~~~~~~~~~~~~ Net unrealized gains (losses) on investments Donated services and use of facilities Recoveries of prior year grants Other (Describe in Part XIII.) ~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Add lines through ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Subtract line from line ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Amounts included on Form 990, Part VIII, line 12, but not on line 1: Investment expenses not included on Form 990, Part VIII, line 7b Other (Describe in Part XIII.) ~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Add lines and Total revenue. Add lines and ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Complete if the organization answered "Yes" on Form 990, Part IV, line 12a. Total expenses and losses per audited financial statements Amounts included on line 1 but not on Form 990, Part IX, line 25: ~~~~~~~~~~~~~~~~~~~~~~~~~~ Donated services and use of facilities Prior year adjustments Other losses Other (Describe in Part XIII.) ~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Add lines through Subtract line from line ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Amounts included on Form 990, Part IX, line 25, but not on line 1: Investment expenses not included on Form 990, Part VIII, line 7b Other (Describe in Part XIII.) ~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~ Add lines and Total expenses. Add lines and ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part IV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information. 4 Part XI Reconciliation of Revenue per Audited Financial Statements With Revenue per Return. Part XII Reconciliation of Expenses per Audited Financial Statements With Expenses per Return. Part XIII Supplemental Information.DRAFT 2,581,669. 0. 2,581,669. 0. 2,581,669. 2,581,669. 0. 2,581,669. 0. 2,581,669. DESTINATION MEDICAL CENTER CORPORATION 46-4959371 28 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 51 OMB No. 1545-0047 Department of the Treasury Internal Revenue Service 832211 10-10-18 Complete to provide information for responses to specific questions onForm 990 or 990-EZ or to provide any additional information. | Attach to Form 990 or 990-EZ.| Go to www.irs.gov/Form990 for the latest information. (Form 990 or 990-EZ) Open to Public Inspection Employer identification number For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.Schedule O (Form 990 or 990-EZ) (2018) Name of the organization LHA SCHEDULE O Supplemental Information to Form 990 or 990-EZ 2018 DRAFT FORM 990, PART III, LINE 1, DESCRIPTION OF ORGANIZATION MISSION: AND SUPPORTING THE ECONOMIC GROWTH OF MINNESOTA AND ITS BIOSCIENCES SECTOR. FORM 990, PART VI, SECTION A, LINE 7A: THE GOVERNING DOCUMENTS PROVIDE THAT THE FILING ORGANIZATION'S BOARD OF DIRECTORS ARE APPOINTED AS FOLLOWS: "THE MAYOR OF ROCHESTER, MN (OR DESIGNEE) SUBJECT TO APPROVAL BY THE CITY COUNCIL. "THE CITY COUNCIL PRESIDENT, (OR DESIGNEE) SUBJECT TO APPROVAL BY THE CITY COUNCIL. "THE CHAIR OR ANOTHER MEMBER OF THE COUNTY BOARD OF OLMSTED COUNTY, APPOINTED BY THE COUNTY BOARD. "A REPRESENTATIVE OF MAYO CLINIC APPOINTED BY MAYO CLINIC "FOUR DIRECTORS APPOINTED BY THE GOVERNOR OF MINNESOTA, SUBJECT TO CONFIRMATION BY THE MINNESOTA SENATE. FORM 990, PART VI, SECTION A, LINE 7B: THE GOVERNING DOCUMENTS PROVIDE THAT THE FILING ORGANIZATION CAN AMEND THE ARTICLES OF INCORPORATION SUBJECT TO APPROVAL BY THE CITY OF ROCHESTER, MINNESOTA. THE CITY OF ROCHESTER, MINNESOTA ALSO HAS RIGHTS AND POWERS OF APPROVAL RELATED TO THE FILING ORGANIZATION'S ANNUAL BUDGET/FUNDING REOUEST AND INCURRENCE OF LONG-TERM DEBT. FORM 990, PART VI, SECTION B, LINE 11B: THE 990 WILL BE PRESENTED AT A BOARD MEETING PRIOR TO FILING. DESTINATION MEDICAL CENTER CORPORATION 46-4959371 29 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 52 832212 10-10-18 2 Employer identification number Schedule O (Form 990 or 990-EZ) (2018) Schedule O (Form 990 or 990-EZ) (2018)Page Name of the organization DRAFT FORM 990, PART VI, SECTION B, LINE 12C: THE DMCC MUST FOLLOW THE CONFLICT OF INTEREST REOUIREMENTS OF MINNESOTA STATUTES, SECTION 469.41, SUBD. 9. IN ADDITION, THE DMCC DIRECTORS ARE PUBLIC OFFICIALS UNDER MINNESOTA STATUTES SECTION 10A.01, SUBD. 35. SEE MINN. STAT. SECTION 469.41, SUBD. 10. PUBLIC OFFICIALS ARE SUBJECT TO STATUTORY CONFLICT OF INTEREST REOUIREMENTS. MINN. STAT. SECTION 10A.07. FORM 990, PART VI, SECTION B, LINE 15: DESTINATION MEDICAL CENTER CORPORATION DOES NOT HAVE ANY EMPLOYEES. FORM 990, PART VI, SECTION C, LINE 19: THE DESTINATION MEDICAL CENTER CORPORATION IS SUBJECT TO THE MINNESOTA GOVERNMENT DATA PRACTICES ACT AND OPEN MEETING LAW, AND THEREFORE MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE UPON REOUEST. FORM 990, PART VII, LINE 2C THE CORPORATION'S BOARD OF DIRECTORS ASSUMES RESPONSIBILITY FOR OVERSIGHT OF THE AUDIT OF ITS FINANCIAL STATEMENTS AND THE SELECTION OF ITS INDEPENDENT ACCOUNTANT. DESTINATION MEDICAL CENTER CORPORATION 46-4959371 30 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 53 OMB No. 1545-0047 Department of the TreasuryInternal Revenue Service Section 512(b)(13) controlled entity? 832161 10-02-18 SCHEDULE R (Form 990)Complete if the organization answered "Yes" on Form 990, Part IV, line 33, 34, 35b, 36, or 37. Attach to Form 990. Open to PublicInspection| Go to www.irs.gov/Form990 for instructions and the latest information. Employer identification number Part I Identification of Disregarded Entities. (a)(b)(c)(d)(e)(f) Identification of Related Tax-Exempt Organizations. Part II (a)(b)(c)(d)(e)(f)(g) Yes No For Paperwork Reduction Act Notice, see the Instructions for Form 990.Schedule R (Form 990) 2018 | | Name of the organization Complete if the organization answered "Yes" on Form 990, Part IV, line 33. Name, address, and EIN (if applicable) of disregarded entity Primary activity Legal domicile (state or foreign country) Total income End-of-year assets Direct controlling entity Complete if the organization answered "Yes" on Form 990, Part IV, line 34, because it had one or more related tax-exemptorganizations during the tax year. Name, address, and EIN of related organization Primary activity Legal domicile (state or foreign country) Exempt Code section Public charity status (if section 501(c)(3)) Direct controlling entity LHA Related Organizations and Unrelated Partnerships 2018 DRAFT DESTINATION MEDICAL CENTER CORPORATION )*89.3&9.43 2*).(&1 (*39*7 *(4342.( 897**9 8: 74(-*89*7 23 )*;*1452*39 &,*3(< 89 574;.)* 8*7;.(*8 94 9-* )2((2.33*849&3& 46-4959371 ( 1.3* & .V 31 54 Disproportionate allocations? Legal domicile (state or foreign country) General or managing partner? Section512(b)(13)controlledentity? Legal domicile (state or foreign country) 832162 10-02-18 2 Identification of Related Organizations Taxable as a Partnership. Part III (a)(b)(c)(d)(e)(f)(g)(h)(i)(j) (k) Yes No Yes No Identification of Related Organizations Taxable as a Corporation or Trust. Part IV (a)(b)(c)(d)(e)(f)(g)(h) (i) Yes No Schedule R (Form 990) 2018 Predominant income(related, unrelated,excluded from tax undersections 512-514) Schedule R (Form 990) 2018 Page Complete if the organization answered "Yes" on Form 990, Part IV, line 34, because it had one or more relatedorganizations treated as a partnership during the tax year. Name, address, and EINof related organization Primary activity Direct controllingentity Share of totalincome Share ofend-of-yearassets Code V-UBIamount in box20 of ScheduleK-1 (Form 1065) Percentageownership Complete if the organization answered "Yes" on Form 990, Part IV, line 34, because it had one or more relatedorganizations treated as a corporation or trust during the tax year. Name, address, and EINof related organization Primary activity Direct controllingentity Type of entity(C corp, S corp,or trust) Share of totalincome Share ofend-of-yearassets PercentageownershipDPAFR DESTINATION MEDICAL CENTER CORPORATION 46-4959371 32 55 832163 10-02-18 3 Part V Transactions With Related Organizations. Note:Yes No 1 a b c d e f g h i j k l m n o p q r s (i) (ii) (iii) (iv) 1a 1b 1c 1d 1e 1f 1g 1h 1i 1j 1k 1l 1m 1n 1o 1p 1q 1r 1s 2 (a)(b)(c)(d) (1) (2) (3) (4) (5) (6) Schedule R (Form 990) 2018 Schedule R (Form 990) 2018 Page Complete if the organization answered "Yes" on Form 990, Part IV, line 34, 35b, or 36. Complete line 1 if any entity is listed in Parts II, III, or IV of this schedule. During the tax year, did the organization engage in any of the following transactions with one or more related organizations listed in Parts II-IV? Receipt of interest, annuities, royalties, or rent from a controlled entity ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Gift, grant, or capital contribution to related organization(s) Gift, grant, or capital contribution from related organization(s) Loans or loan guarantees to or for related organization(s) Loans or loan guarantees by related organization(s) ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Dividends from related organization(s) ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Sale of assets to related organization(s) Purchase of assets from related organization(s) Exchange of assets with related organization(s) Lease of facilities, equipment, or other assets to related organization(s) ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Lease of facilities, equipment, or other assets from related organization(s) Performance of services or membership or fundraising solicitations for related organization(s) Performance of services or membership or fundraising solicitations by related organization(s) Sharing of facilities, equipment, mailing lists, or other assets with related organization(s) ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Sharing of paid employees with related organization(s) ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Reimbursement paid to related organization(s) for expenses Reimbursement paid by related organization(s) for expenses ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Other transfer of cash or property to related organization(s) Other transfer of cash or property from related organization(s) ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ If the answer to any of the above is "Yes," see the instructions for information on who must complete this line, including covered relationships and transaction thresholds. Name of related organization Transaction type (a-s) Amount involved Method of determining amount involved DRAFT V V V V V V V V V V V V V V V V V V 0.NO TRANSACTIONS GREATER THAN $50,000. 46-4959371DESTINATION MEDICAL CENTER CORPORATION V 33 56 Are allpartners sec.501(c)(3)orgs.? Dispropor- tionate allocations? General or managing partner? 832164 10-02-18 Yes No Yes No Yes N 4 Part VI Unrelated Organizations Taxable as a Partnership. (a)(b)(c)(d)(e)(f)(g)(h) (i) (j) (k) o Schedule R (Form 990) 2018 Predominant income(related, unrelated,excluded from tax undersections 512-514) Code V-UBIamount in box 20of Schedule K-1(Form 1065) Schedule R (Form 990) 2018 Page Complete if the organization answered "Yes" on Form 990, Part IV, line 37. Provide the following information for each entity taxed as a partnership through which the organization conducted more than five percent of its activities (measured by total assets or gross revenue) that was not a related organization. See instructions regarding exclusion for certain investment partnerships. Name, address, and EIN of entity Primary activity Legal domicile (state or foreign country) Share of total income Share of end-of-year assets Percentage ownership DPAFR 46-4959371DESTINATION MEDICAL CENTER CORPORATION 34 57 832165 10-02-18 5 Schedule R (Form 990) 2018 Schedule R (Form 990) 2018 Page Provide additional information for responses to questions on Schedule R. See instructions. Part VII Supplemental Information. DRAFT DESTINATION MEDICAL CENTER CORPORATION 46-4959371 35 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 58 Department of the Treasury Internal Revenue Service File by the due date for filing your return. See instructions. 823841 12-19-18 | File a separate application for each return. | Go to www.irs.gov/Form8868 for the latest information. Electronic filing (e-file). Enter filer's identifying number Type or print Application Is For Return Code Application Is For Return Code 1 2 3a b c 3a 3b 3c $ $ $ Balance due. Caution: For Privacy Act and Paperwork Reduction Act Notice, see instructions.8868 www.irs.gov/e-file-providers/e-file-for-charities-and-non-profits. Form (Rev. January 2019)OMB No. 1545-1709 You can electronically file Form 8868 to request a 6-month automatic extension of time to file any of the forms listed below with the exception of Form 8870, Information Return for Transfers Associated With Certain Personal Benefit Contracts, for which an extension request must be sent to the IRS in paper format (see instructions). For more details on the electronic filing of this form, visit All corporations required to file an income tax return other than Form 990-T (including 1120-C filers), partnerships, REMICs, and trusts must use Form 7004 to request an extension of time to file income tax returns. Name of exempt organization or other filer, see instructions.Employer identification number (EIN) or Number, street, and room or suite no. If a P.O. box, see instructions. City, town or post office, state, and ZIP code. For a foreign address, see instructions. Social security number (SSN) Enter the Return Code for the return that this application is for (file a separate application for each return) Form 990 or Form 990-EZ Form 990-BL Form 4720 (individual) Form 990-PF 01 02 03 04 05 06 Form 990-T (corporation)07 08 09 10 11 12 Form 1041-A Form 4720 (other than individual) Form 5227 Form 6069 Form 8870 Form 990-T (sec. 401(a) or 408(a) trust) Form 990-T (trust other than above) ¥ The books are in the care of | Telephone No. |Fax No. | ¥ If the organization does not have an office or place of business in the United States, check this box ~~~~~~~~~~~~~~~~~ | ¥ If this is for a Group Return, enter the organization's four digit Group Exemption Number (GEN) . If this is for the whole group, check this box . If it is for part of the group, check this box and attach a list with the names and EINs of all members the extension is for. || I request an automatic 6-month extension of time until , to file the exempt organization return for the organization named above. The extension is for the organization's return for: | | calendar year or tax year beginning , and ending . If the tax year entered in line 1 is for less than 12 months, check reason:Initial return Final return Change in accounting period If this application is for Forms 990-BL, 990-PF, 990-T, 4720, or 6069, enter the tentative tax, less any nonrefundable credits. See instructions. If this application is for Forms 990-PF, 990-T, 4720, or 6069, enter any refundable credits and estimated tax payments made. Include any prior year overpayment allowed as a credit. Subtract line 3b from line 3a. Include your payment with this form, if required, by using EFTPS (Electronic Federal Tax Payment System). See instructions. If you are going to make an electronic funds withdrawal (direct debit) with this Form 8868, see Form 8453-EO and Form 8879-EO for payment instructions. LHA Form (Rev. 1-2019) Automatic 6-Month Extension of Time. Only submit original (no copies needed). 8868 Application for Automatic Extension of Time To File an Exempt Organization Return DRAFT 2018 DESTINATION MEDICAL CENTER CORPORATION DALE MARTINSON V 0. 0. 0. 507-328-2850 201 4TH STREET SE, NO. 204 ROCHESTER, MN 55904 46-4959371 507-328-2876 NOVEMBER 15, 2019 201 4TH STREET SE ROOM 204 - ROCHESTER, MN 55904 0 1 36 09220819 131839 094-08292400 2018.04020 DESTINATION MEDICAL CENTE 094-0821 59 60 B. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ____-2019 Approving the 2019 State of Minnesota Charitable Organization Annual Report and 2018 Form 990 BACKGROUND RECITALS A. On behalf of the Destination Medical Center Corporation (“DMCC”), CliftonLarsonAllen (“CLA”) prepared the 2019 State of Minnesota Charitable Organization Annual Report (the “Annual Report”) and 2018 Form 990 (the “Form 990”) and is recommending that the DMCC approve both items. B. The Annual Report and Form 990 were presented to the DMCC on September 26, 2019, and are on file with the DMCC. RESOLUTION NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center Corporation, that the 2019 State of Minnesota Charitable Organization Annual Report and 2018 Form 990 are approved. BE IT FURTHER RESOLVED, that the Board authorizes the Chair or Treasurer to take any action or make any amendments necessary and to file the Annual Report and Form 990. 1158099.DOCX 61 62 63 Transportation To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps Transit Circulator and Mobility Hubs DMC EDA has been working with the City of Rochester to determine the final transit circulator route and mode. Evaluation criteria were developed and approved by the DMCC and the City in May 2019; these are being used to guide the recommendation. The memorandum that begins on the following pages summarizes the recommendation of DMC EDA and City staff. 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. Parking and Transportation Management Authority (TMA) 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. 64 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 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. 65 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. 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. 66 September 18, 2019 Memo TO: DMCC Board Mayor and City Council County Board From: Aaron Parrish, Deputy City Administrator Patrick Seeb, DMC Director of Economic Development and Placemaking Jarrett Hubbard, Project Manager Kevin Bright, Sustainability Director Jenna Bowman, Communications & Engagement Manager RE: Circulator Route and Mode Recommendation Introduction In 2018 the City Council and Destination Medical Center Corporation (DMCC) accepted the Integrated Transit Studies (ITS) to create a framework for long term transportation investment in the Destination Medical Center (DMC) area. A key element of the ITS was the development of a downtown circulator. The need for the circulator is driven by dramatic growth anticipated in downtown Rochester. The DMC Development Plan anticipates a 65 percent increase in downtown transportation and a 30 percent increase in population. Both the City of Rochester Downtown Master Plan and the DMC Development Plan identified the need for an aggressive increase in transit mode share, capturing 23 to 30 percent of all downtown commuters on transit. Previously the DMCC and City Council adopted the concept of a roughly 4-mile-long circulator route with termini at Mayo-owned property on west 2nd street and the northern portion of Olmsted County’s Graham Park. Figure 3 illustrates the alignment options and termini. Both the DMCC and City Council adopted a set of evaluation criterial against which to evaluate the detailed route and mode of the circulator and directed staff to conduct such an evaluation and provide a recommendation to the respective bodies. The evaluation criteria report is available upon request. The purpose of this memo is to summarize the analysis and recommendations. Alternatives The evaluation considered two mode options for Rapid Transit: Bus or Streetcar and two alignments: 3 rd Avenue or Broadway. Therefore, resulting in four options. For the purpose of this report they will be identified as Alternative 1-4: Alternative 1: BRT on 2nd Street and 3rd Avenue Alternative 2: BRT on 2nd Street and Broadway Alternative 3: Streetcar on 2nd Street and 3rd Avenue Alternative 4: Streetcar on 2nd Street and Broadway Each alternative would have its southern terminus at either the Graham Park or former Seneca Foods locations. 67 Alternatives: Evaluation Criteria & Report To assist in the selection process the technical team developed a set of non-prioritized evaluation criteria. These criteria included both quantitative and qualitative assessments designed to be the basis for the decision-making process. DMCC and Rochester’s City Council reviewed, revised, and approved the evaluation criteria in the 2nd quarter of 2019. Public Input The process created for obtaining input from the community comprised of two types of engagement. The first form of engagement involved staffing a booth during the weekly summer event, Thursdays Downtown, during the month of August, for three Thursdays. The booth displayed visual aids, which presented information to residents and visitors on the core details of the circulator. Information presented included the circulator’s current status and other components of the evaluation criteria including but not limited to capital (construction) costs and proposed operation metrics. Due to the popularity and high volume attendance of the Thursdays Downtown event, teammates were able to have hundreds of interactions with the public. With a mostly positive reaction to the information presented, the overall synopsis is a general agreement that steps need to be taken to improve service and ensure employees continue to have access to downtown. As the second form of public outreach, was an online five-question survey about the circulator. It was facilitated via Polco, a new platform being used by governmental entities across the country. The online survey was used as a means to reach citizens who may not have visited the booth and allow those who did another opportunity to provide feedback. The online survey is still active and continues to generate hundreds comments and suggestions. Site Visits Included as part of the process was the in-person and virtual review of many different types of rapid transit systems. The process began with the Integrated Transit Studies, which included the review of seven different modes including such recent technology advancements as magnetic levitation and autonomous vehicles. Then in May of 2019, a day long trip of the light rail transit (LRT) line between Minneapolis and Saint Paul, MN, known as the Green Line, was conducted with local and state elected officials, City and DMC teammates, and other interested parties from Rochester. Besides examining the Green Line LRT the trip also, offer the opportunity to see what a rapid transit line could do for commercial and residential development in a city. In August, City Council members and teammates traveled to see and experience two existing BRT systems. The first trip was to Minneapolis, MN to ride and discuss Metro Transit’s first BRT line, known as the A Line, on August 7, 2019. The A Line features most of the same components, such as off-board payment, as those being proposed as part of the circulator. The largest difference from the circulator is the A Line operates in traffic with signal prioritization. We are currently proposing a dedicated lane with signal prioritization. Additionally the tour offered the opportunity to experience transit oriented development (TOD) projects including housing, restaurants, and a grocery store all located on the route. On September 17, 2019 a similar trip to Indianapolis, Indiana to experience the Nation’s newest BRT, the Red Line, was conducted. The Red Line is a 13-mile BRT system that connects several city neighborhoods 68 to the state’s largest concentration of jobs (downtown Indianapolis), including the state’s largest hospital, several higher educational institutions. The Red line does run in a dedicated transit lane separated from normal traffic but the Red Line is center running and requires pedestrians and users to cross an open traffic lane(s) to board. Recommendation City staff and the DMC EDA are recommending a Bus Rapid Transit line along the Broadway Corridor as the Locally Preferred Alternative to proceed with to the next stage of development, engineering. Key reasons for this recommendation include: 1.User Experience- Rapid Transit using bus vehicles offer an equivalent user experience when compared to streetcar including level boarding; quick loading and unloading; and station based fare payment. 2.Future Flexibility- Less fixed investment in infrastructure allows for flexibility to adapt the system in the future as technology evolves. Our fleet can evolve as electric bus or other technology evolves to allow for more sustainable vehicle types. 3.Feasibility- The bused-based Rapid Transit is less costly than the Streetcar option, so much so that it is far more likely to be implemented in a reasonable time frame. For example, the Streetcar option will trigger the FTA’s New Starts application rather than the Small Starts, where we will be less competitive. Moreover, identified local sources of funds do not support the cost of a Streetcar system. 4.Integration with Previous Plans- The city’s recently adopted Comprehensive Plan designates Broadway as a Primary Transit Network corridor where we have just adopted TOD Zoning. Additionally, the Integrated Transit Studies called for a bus-based Rapid Transit solution for the circulator route. 5.Economic Development and Neighborhood Impact- A Broadway alignment is consistent with the priorities outlined for the UMR/REC Zone and the investments contemplated in Discovery Square. A Broadway alignment minimizes the projected disruption of existing neighborhoods along Third Avenue. Below are more detailed comments that provide the basis for the recommendation. Mode As part of this evaluation, two modes were considered for the circulator: bus rapid transit (Rapid Transit) and modern streetcar. Rapid Transit is an all-day, frequent, high-capacity transit mode that is proposed to utilize electrically powered bus vehicles and incorporates many of the characteristics of light rail transit (LRT). Rapid Transit typically operates in mostly dedicated lanes. Stations would be spaced ¼ to ½- mile apart in order to provide quick and fast service. Rapid Transit would incorporate transit advantages such as transit signal priority or traffic signal queue jumps. The vehicles themselves are designed to replicate many of the features of light rail. Rapid Transit vehicles would be larger and not have stairs to provide improved ADA access. Other amenities include improved stations and customer information, unique vehicles and branding, and off-board fare collection that allows for faster boarding. Modern day streetcars are electrically powered rail vehicles which function best in urban areas with high transit demand. Streetcar lines are typically less than four miles long and operate on city streets in mixed traffic, although they can also operate in exclusive rights-of-ways, like what is proposed for the 69 Circulator. Streetcars have a lower passenger capacity than LRT systems but have higher passenger capacity than a typical bus (similar capacity to BRT vehicles). Streetcars usually make stops every few blocks and function more as a part of a local circulation system than a regional transportation system. Streetcars can operate in single-track or double-track configurations. Modern streetcar service is particularly suitable for high-density, mixed-use areas with short average passenger trip lengths, areas where improved transit will benefit a high number of existing riders, and as an attraction for new or infrequent transit users like shoppers or visitors. Modern streetcars have also demonstrated promise for supporting high-density, mixed-use, walkable development in urban cores where people can live without a car and become regular and frequent transit users. Mode Recommendation The City and DMC EDA team recommend the development of a Rapid Transit system for the circulator and submission to the FTA’s Small Starts Program. A Rapid Transit system offers greater benefits over the modern streetcar in the following areas: flexibility, FTA program alignments (schedule and competitive advantage), and funding alignment. Flexibility A BRT system has a greater capacity to adapt and be flexible. From the technology perspective, BRT guideway elements will function regardless of the specific BRT vehicle technologies selected, both in the implementation year and in the future. While the selection of streetcar includes more capital elements, including power systems and fixed rail guideways, the technology or infrastructure of a streetcar may last decades and will influence the selection of future vehicle types once implemented. For example, buses have a 12-year average lifecycle and streetcar vehicles have a 25-year average lifecycle. There is also flexibility advantage for buses during daily operations. If street construction should impact the BRT route a bus will be better suited to alter or change course but still meet the transit service needs of the community. Buses also have the advantage of being able to branch off to serve many different purposes and needs such as service to a special event or occasion and service to new neighborhoods, while rail lines take years to plan and build. Rapid Transit vehicles can also be more responsive to emergency vehicles than something that operates within fixed infrastructure. FTA Program Alignments FTA CIG Programs provide funding to select public transportation agencies for the development of transit projects such as a new fixed or non-fixed guideway, transit systems, and the expansion of existing systems (49 U.S.C. §5309). The primary two FTA CIG programs, which are funded through general federal revenue, are the Small Starts and New Starts programs. Each program has different levels of financial criteria which help determine eligibility. Both programs entail a highly competitive application processes, and only projects that receive the highest level rankings in the FTA’s evaluation criteria become eligible for federal funds. Criteria used to evaluate projects include areas such as environmental benefits, operating efficiencies, and ridership counts; among others. The Small Starts program is for transit projects, like Rapid Transit systems, with total estimated capital costs that do not exceed $300 million. It is considered most appropriate for smaller agencies and has only one application phase to complete prior to receiving a grant agreement. The New Starts Program, designed to grant funding for project budgets that exceed $300 million, is the program typically sought by applicants with project budgets exceeding one billion dollars. This program 70 is deemed more competitive than Small Starts in that it requires two phases be completed prior to receiving a grant agreement. Unlike applicants of the Small Starts Program, New Starts applicants are jurisdictions, and geographical areas, with large populations and higher transit ridership counts than Rochester. It is projected that we would have a challenge competing within the New Starts program. Generally, it can take five to seven years to implement a project through the Small Starts program as opposed to six to ten years for a project in the New Starts Program. The graphic below illustrates the general steps and timelines. Based on this information, a Small Starts application process would provide Rochester the greatest success of being funded. Funding Alignments Many of the Evaluation Criteria utilized to review and compare Rapid Transit to Streetcar modes returned similar performance measures, such as opening day ridership and available land for redevelopment within a ½ mile of stations. Operation of the circulator will be the same regardless of mode choice with station wait times of ten minutes or less and end-to-end trips taking 25 minutes or less. Both modes, based on recent research, are similarly equal at catalyzing new development based on the fact both will have fixed routes with dedicated lanes. It is projected that Rapid Transit will provide a positive user experience, less expensive capital costs, less expensive annual operating costs, and a lower cost per rider. Route The circulator is slated to operate primarily east/west on 2 nd Street SW and will travel south towards an existing Park and Ride and the proposed east transit village to be located on, or next to, Graham Park or the former Seneca Food site. To determine the route heading towards the eastern transit village the technical team analyzed the circulator operating along either South Broadway Avenue or 3 rd Avenue SE. Broadway Avenue is the former US 63 Highway with two lanes of traffic each direction carrying 26,000 vehicles per day. The North end of the Broadway is characterized by downtown businesses and Figure 1: Example Timeline for FTA’s Capital Investment Grant Programs 71 transitions to highway commercial businesses on the southern end with Soldiers Field Park bordering the roadway to the west. 3rd Avenue Southeast is a 4 lane roadway carrying up to 13,400 vehicles per day and has mainly single family residential land uses. Route Recommendation The City and DMC EDA team recommend the selection of Broadway Avenue as the preferred north /south route between Downton Rochester and the Graham Park (East Transit Village) area. The benefits of the circulator operating on Broadway include, consistency with the City of Rochester 2040 Comprehensive Plan, access to key economic development destinations, and minimizing potential impact on surrounding neighborhoods. 2040 Comprehensive Plan: Planning to Succeed (P2S) P2S introduces Rochester to the concept of a Primary Transit Network (PTN), a set of corridors envisioned to provide high frequency, high quality transit service that is more than a set of conventional bus routes and represents a departure from the traditional conception of transit as a service. PTN is a policy tool that identifies key corridors in Rochester where coordination of land use and transit infrastructure has the greatest opportunity to result in higher frequency and more sustainable transit service. Seven corridors were identified as having the best potential for creating a PTN including, 2nd Street SW, North Broadway, South Broadway, 4th Street SE, 37th Street NW, Valleyhigh Drive, and West Circle Drive. P2S 2040 supports the creation of TOD Zoning Districts along PTN Corridors to increase the number of people living and working near the corridor. The City Council took action on creating such a TOD Zoning District along Broadway in July of 2019. Key Economic Development Destinations An additional benefit to the placing the circulator along Broadway Avenue is the presence of key economic development destinations along the route. This includes the recent development of Discovery Square and future development of a University of Minnesota Rochester campus. The Broadway alignment also includes the existing destinations of Soldiers Field and the Crossroads Shopping area. Placing the alignment along Broadway will catalyze on existing and future economic development efforts. One of the largest ongoing efforts is the 16 block downtown sub-district known as Discovery Square which is a collaboration with Mayo Clinic to create a highly connected urban life science hub. Up until 2019, the primary focus in Discovery Square was the 2019 opening of One Discovery Square, a 90,000-square-foot biomedical sciences building currently housing, medical software company Epic, medical technology accelerator Motion Medical and the University of Minnesota Rochester. Neighborhood Impacts There is no doubt that the character and look of Rochester, particularly Downtown, is changing. It is projected that the circulator route will encourage higher density transit oriented development. Third Avenue provides service to many neighborhoods that have a significant amount of naturally occurring affordable housing. Transit investments to encourage development beyond what was envisioned when these areas were recently rezoned to R2X. The Broadway alignment positions the circulator away from the single family residential neighborhood and closer to commercial development areas that have been identified and rezoned for transit oriented development. 72 Summary of Next Steps 1. Rochester City Council Study Session Presentation and Discussion- September 23 rd, 2019 2. DMCC Board Review and Action- September 26 th, 2019 3. Rochester City Council Review and Action- October 7 th, 2019 4. Olmsted County Board Review and Comment- October 15 th, 2019 Federal Transit Administration submission Once DMCC and City Council have identified the Locally Preferred Alternative (LPA) for the circulator project, an entry letter to the Federal Transit Administration (FTA) as part of the Capital Investment Grants (CIG) Program will be submitted. The entry letter kicks off the formal process to be considered for the FTA’s Small Starts program. 73 Figure 2: Rapid Transit Long Term Schedule 74 Figure 3: Rochester Downtown Circulator Alignment and Terminus Options 75 76 2020 DMC Funding Request To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps The DMC funding request includes the proposed: ·DMC EDA workplan and operating budgets ·Capital Improvement Plan (with five-year projections) ·Working capital loan extensions ·DMC Corp. operating budget The DMC funding request reflects the following proposed investments: ·2020 DMC EDA funding request to the Destination Medical Center Corporation of $2,570,146, which represents a year-over-year decrease in funding of $1,259, or approximately 0.5%. ·2020 DMC EDA funding contributed by Mayo Clinic towards the operational, project, and program expenses of the DMC EDA totals $1,313,742, which represents a year-over-year increase in funding of $38,338, or approximately 3%. ·2020 City of Rochester DMC Project Management team funding request to the Destination Medical Center Corporation of $660,525. ·2020 DMC Corp. operating budget of $286,5000, which represents a year-over-year decrease in funding of $39,5000, or approximately 12%. ·2020 DMC investments in common ground, streets and sewers, energy and sustainability, smart city initiatives, transit, and the required DMC Development Plan update of $36,948,898 The 2020 DMC funding request leverages additional investments being made in DMC and/or downtown Rochester by the City of Rochester, federal grants, the McKnight Foundation, and others. The funding request reflects the 2020 DMC strategic priorities identified by the DMC Corp. and Rochester City Council: ·Transportation ·Common Ground ·Housing ·Workforce ·Transformative Projects ·Sustainability Additionally, the DMC EDA and City of Rochester DMC project management staff have incorporated significant business development, marketing, experience, and community engagement initiatives into the 2020 DMC EDA and City project management workplan in order to support these strategic priorities. The workplan outlines the objectives and defines the resources necessary to advance the 2020 DMC strategic priorities. The funding request also reflects the proposed operational budget for the City of Rochester’s DMC Project Management team, which was created following the recommendation of the DMC EDA and approval of the DMC Corp. in January 2019. All City DMC Project Management team positions have been filled. 77 September 26, 2019: DMCC board considers 2020 DMC funding request October 2019: Rochester City Council considers 2020 DMC funding request Background In May 2019, the members of the DMC EDA and DMC Corp. boards volunteered to advise DMC EDA and City staff in the creation of the funding request. In August and September 2019, DMC EDA and City staff conferred with the board volunteers to refine the funding request. The DMC EDA board approved the funding request in September 2019. 78 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY ENTITY 1DMCC 8602 $286,500 $286,500 $286,500 $286,500 $286,500 $286,500 DMC Sales Tax 469.44, SUBD. 2 2DMC EDA 8602 $2,570,147 $2,570,147 $2,570,147 $2,570,147 $2,570,147 $2,570,147 DMC Sales Tax Grants, Mayo Clinic 469.44, SUBD. 3; 469.41 SUBD. 12b 3 City DMC Project Management 8614 $660,524 $660,524 $660,524 $660,524 $660,524 $660,524 DMC Sales Tax 469.41 SUBD. 12a 4 City administrative support to DMCC 8601 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 DMC Sales Tax 469.41 SUBD. 12a $3,617,171 $3,617,171 $3,617,171 $3,617,171 $3,617,171 $3,617,171 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY REQUIREMENT 5 DMC Development Plan Update $1,000,000 $500,000 DMC State Aid 469.40 SUBD. 11c $1,000,000 $500,000 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY DESIGN AND DEVELOPMENT 6 Heart of the City Design and Construction 8625 $9,000,000 $6,000,000 DMC State Aid 469.40 SUBD. 11, #4 & #6 7 Discovery Walk Design and Construction $2,800,000 $11,000,000 $3,000,000 DMC State Aid 469.40 SUBD. 11, #4 & #6 8 Chateau Theatre Improvements 8613 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 DMC Sales Tax 469.40 SUBD. 11, #1, #2, #4 & #6 9St Marys Place Public Realm Implementation $3,000,000 469.40 SUBD. 11, #4 & #6 FINANCING 10 Repayment of City Flood Control Reserves loan 8605 $1,200,000 $1,200,000 $1,200,000 $1,200,000 DMC Sales Tax 469.42 SUBD. 2 $13,100,000 $18,300,000 $7,300,000 $1,300,000 $100,000 $100,000 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY DESIGN AND DEVELOPMENT 11 Replace / upsize sanitary sewer along west side of 3rd Ave SE and along 1st Ave; from 4th St S to 1st St N. Includes new siphon under Zumbro River 8626 $3,000,000 DMC State Aid City 469.40 SUBD. 11, #4 12 1st St NW Sanitary Sewer Diversion from 1st Avenue NW to Broadway $2,958,000 469.40 SUBD. 11, #4 13 Reconstruct 6th/7th Ave NW/SW from 2nd Street SW to Cascade Creek; replace undersized sanitary sewer and storm sewer to create downtown capacity $2,400,000 DMC State Aid City 469.40 SUBD. 11, #4 15 Reconstruct North Broadway Ave from Civic Center Drive to Zumbro River Bridge $4,000,000 $6,100,000 DMC State Aid City 469.40 SUBD. 11, #4 16 SS1 13th Ave Sanitary and Storm Sewer Capacity Improvements from 2nd St SW to 2nd St NW $5,500,000 469.40 SUBD. 11, #4 17 Construct Sanitary Sewer Capacity Bypass on 2nd Street SE from Broadway to 1st Ave SE $1,136,898 DMC State Aid City 469.40 SUBD. 11, #4 18 Construct sanitary sewer capacity bypass on 3rd Ave SW from 2nd St SW to 4th St SW $100,000 $3,000,000 469.40 SUBD. 11, #4 19 Reconstruct 2nd Street SW from 11th Ave to 16th Ave, includes subway crossing of 2nd St SW 7802 $8,520,000 469.40 SUBD. 11, #4 EVALUATION AND PROTOTYPING 20 Transit Circulator Prototyping $250,000 DMC State Aid 469.40 SUBD. 11, #4 & #5 $10,786,898 $23,078,000 $100,000 $3,000,000 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY DESIGN AND DEVELOPMENT 21 District Energy Evaluation & Implementation $100,000 DMC State Aid 469.40 SUBD. 11, #4 $100,000 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY DESIGN AND DEVELOPMENT 22 Air Quality Monitoring $30,000 DMC State Aid 469.40 SUBD. 11, #4 $30,000 #Project Number 2020 2021 2022 2023 2024 2025 2020 DMC SOURCE 2020 ADDITIONAL NON‐DMC FUNDING SOURCES DMC STATUTORY AUTHORITY DESIGN AND DEVELOPMENT 23 St. Mary's transit station development coordinated with 2nd Street rebuild and Phase 4‐3B Pedestrian tunnel 2106 $50,000 $3,500,000 $8,100,000 DMC Transit Aid Federal 469.40 SUBD. 11, #4 & #5 24 5 BRT‐60' articulated electric buses and charging infrastructure $1,040,000 $1,000,000 DMC Transit Aid 469.40 SUBD. 11, #4 & #5 25 Arrive Rochester Implementation $260,000 $270,000 $280,000 $290,000 $300,000 DMC Sales Tax Federal 469.40 SUBD. 11, #4 & #5 26 Circulator Route development $3,872,000 $7,592,000 $47,476,000 $22,000,000 $17,680,000 DMC Transit Aid 469.40 SUBD. 11, #4 & #5 27 Transit Villages 1 & 2 design and land acquisition.$5,000,000 $3,000,000 DMC State Aid 469.40 SUBD. 11, #4 & #6 28 Electric bus charging infrastructure $110,000 $1,200,000 $1,143,200 DMC Transit Aid Federal 469.40 SUBD. 11, #4 & #7 29 City Loop Implementation $5,000,000 469.40 SUBD. 11, #4 & #5 FINANCING 30 ITS Study Repayment $1,600,000 $1,600,000 $1,600,000 $1,600,000 DMC Sales Tax 469.42 SUBD. 2 $11,932,000 $18,162,000 $58,599,200 $28,890,000 $17,980,000 ‐ $40,566,069 $63,157,171 $69,516,371 $33,907,171 $24,697,171 4,224,259 Destination Medical Center 2020‐2025 Operations and Implementation Operations and Implementation SUBTOTAL Energy and Sustainability SUBTOTAL Smart City Smart City SUBTOTAL Transit Transit SUBTOTAL Total DMC Investment FIVE YEAR CAPITAL PLAN Energy and Sustainability Statutory Requirement Statutory Requirement SUBTOTAL Common Ground Common Ground SUBTOTAL Streets and Sewers Infrastructure SUBTOTAL 79 80 8611Replace/Upsize Sanitary/Storm Sewer 7319Sanitary/Storm Sewer Diversion 7318Street Reconstruction 7830Sanitary Sewer Diversion 7825Replace/Upsize Sanitary Sewer Project No. TBDSanitary Sewer Diversion 7802Street Reconstruction and Design Project No. TBDStreet Construction D a t a c o n t a i n e d h a s n o t b e e n f i e l d v e r i f i e d a n d s h o u l d b e u s e d a s r e f e r e n c e o n l y . I t i s t h e u s e r s r e s p o n s i b i l i t y f o r f i e l d v e r i f y i n g e l e v a t i o n s , l o c a t i o n s , d i m e n s i o n s , e t c . t o c o n d u c t d e t a i l e d d e s i g n . T h e C i t y o f R o c h e s t e r s p e c i f i c a l l y d i s c l a i m s a l l w a r r a n t i e s , e x p r e s s o r i m p l i e d , i n c l u d i n g b u t n o t l i m i t e d t o i m p l i e d w a r r a n t i e s o f f i t n e s s f o r a p a r t i c u l a r p u r p o s e , w i t h r e s p e c t t o t h e i n f o r m a t i o n c o n t a i n e d o n t h i s m a p . T h e C i t y o f R o c h e s t e r s h a l l h a v e n o l i a b i l i t y w i t h r e s p e c t t o a n y l o s s o r d a m a g e d i r e c t l y o r i n d i r e c t l y a r i s i n g o u t o f t h e u s e o f t h i s d a t a . D M C B o u n d a r y D o c u m e n t P a t h : P : \ M A P P I N G \ G I S \ D M C \ M a p s \ 2 0 1 9 \ D M C C B o a r d M e e t i n g \ 2 0 2 0 D M C C I P P r o j e c t L o c a t i o n s . m x d D a t e S a v e d : 9 / 2 0 / 2 0 1 9 1 2 : 0 1 : 2 0 P M 2020 DMC CIP Infrastructure Projects Background Service Layer Credits: Sources: Esri, HERE, Garmin, USGS, Intermap, µ *2020 DMC CIP projects are draft (9/20/19 version)and are not yet adopted as of this draft date. 0 9 0 0 1 , 8 0 0 4 5 0 F e e t 81 82 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ĂĐŚŝĞǀĞ ƚŚĞ ǀŝƐŝŽŶ ĂŶĚ ŐŽĂůƐ ƐĞƚ ĨŽƌƚŚ ŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĞǀĞůŽƉŵĞŶƚ WůĂŶ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 215 0 0ϵ͕000 2021 ϵ͕000 E ϲ͕000 dŚĞ ŚĞĂƌƚ ŽĨ ƚŚĞ ĚŽǁŶƚŽǁŶ͕ ƚŚŝƐ ƐƵďͲĚŝƐƚƌŝĐƚ ĐƌĞĂƚĞƐ Ă ƚƌƵĞ ĐĞŶƚĞƌ ŽĨ ƚŚĞ ĐŝƚLJ͕ Ă ĐƌŽƐƐͲƌŽĂĚƐ ǁŚĞƌĞ DĂLJŽ ůŝŶŝĐ͕ ĐŽŵŵĞƌĐŝĂů͕ ŚŽƐƉŝƚĂůŝƚLJ͕ ƌĞƚĂŝů ĂŶĚ ƌĞƐŝĚĞŶƚŝĂů ŵĞĞƚ͘ dŚĞ ,ĞĂƌƚ ŽĨ ƚŚĞ ŝƚLJ ŝƐ ĐŽŶŶĞĐƚĞĚ ďLJ Ă ƉƌŝŵĂƌLJ ƐƉŝŶĞ ǁŚŝĐŚ ĞdžƚĞŶĚƐ ĂŶĚ ĞŶŚĂŶĐĞƐ ƚŚĞ WĞĂĐĞ WůĂnjĂ ƚŽ ĐƌĞĂƚĞ ĂĐƚŝǀĞ ĞdžƉĞƌŝĞŶĐĞƐ ĂŶĚ ĞŶŐĂŐŝŶŐ ŐĂƚĞǁĂLJƐ ƚŽ ƚŚĞ ŽƚŚĞƌ ĚŝƐƚƌŝĐƚƐ ĚŽǁŶƚŽǁŶ͘ 0 2025 15͕000 2020 41320 15͕000 ,ĞĂƌƚ ŽĨ ƚŚĞ ŝƚLJ 2024 00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ ϲ͕000 EŽůŽĂŶ > ^ĐŚŝůĚ 0 ϲ 2022 83 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ĂĐŚŝĞǀĞ ƚŚĞ ǀŝƐŝŽŶ ĂŶĚ ŐŽĂůƐ ƐĞƚ ĨŽƌƚŚ ŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĞǀĞůŽƉŵĞŶƚ WůĂŶ͘ dŚĞ ƉƌŽƉŽƐĞĚ ƐƚƌĞĞƚ ĚĞƐŝŐŶ ǁŝůů ĞůŝŵŝŶĂƚĞ ĐƵƌďƐ ĂůůŽǁŝŶŐ ĨŽƌ ŵĂdžŝŵƵŵ ĨůĞdžŝďŝůŝƚLJ ĂŶĚ ŵƵůƚŝƉůĞ ƵƐĞƐ ĚƵƌŝŶŐ ĞĂĐŚ ŽĨ DŝŶŶĞƐŽƚĂ͛Ɛ ĨŽƵƌ ĚŝƐƚŝŶĐƚ ƐĞĂƐŽŶƐ͘ ĞƉĞŶĚŝŶŐ ŽŶ ƚŚĞ ĚĂLJ͕ ƚŚĞ ƐƚƌĞĞƚ ĐŽƵůĚ ŚĂǀĞ ƚǁŽͲǁĂLJ ƚƌĂĨĨŝĐ͕ ŽŶĞͲǁĂLJ ƚƌĂĨĨŝĐ͕ Žƌ ďĞ ĐůŽƐĞĚ ŽĨĨ ĨŽƌ Ă ĨƵŶ ĂŶĚ ĞŶŐĂŐŝŶŐ ĐŽŵŵƵŶŝƚLJ ĞǀĞŶƚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 21ϴ 3͕000 02͕ϴ00 2021 2͕ϴ00 E 11͕000 ŝƐĐŽǀĞƌLJ tĂůŬ ŝƐ Ă ƚƌĂĚŝƚŝŽŶĂů ƉƵďůŝĐ ƐƚƌĞĞƚ ŝŶ ƚŚĞ ĐĞŶƚĞƌ ŽĨ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ͕ DŝŶŶĞƐŽƚĂ ŶĞĂƌ ƚŚĞ ǁŽƌůĚͲƌĞŶŽǁŶĞĚ DĂLJŽ ůŝŶŝĐ͘ džƚĞŶĚŝŶŐ ĨƌŽŵ ƚŚĞ ĐĞŶƚĞƌ ŽĨ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ ƚŚƌŽƵŐŚ ŝƐĐŽǀĞƌLJ ^ƋƵĂƌĞ͕ ƐŽƵƚŚ ƚŽ ^ŽůĚŝĞƌΖƐ &ŝĞůĚ ĂŶĚ ŽŶ ƚŽ ZŽĐŚĞƐƚĞƌΖƐ ŝƚLJ >ŽŽƉ͕ ƚŚŝƐ ƉƌŽũĞĐƚ ƌĞŝŵĂŐŝŶĞƐ ƚŚĞ ƐƚƌĞĞƚ ĂƐ Ă ŐƌĞĞŶ ƉĂƌŬǁĂLJ ƐĞƌǀŝŶŐ ƉĞĚĞƐƚƌŝĂŶƐ ĂŶĚ ĐLJĐůŝƐƚƐ ĂůŝŬĞ͘ dŚĞ ƵůƚŝŵĂƚĞ ŝŶƚĞŶƚ ŝƐ ĨŽƌ ƚŚŝƐ ƚŽ ƚƌĂŶƐĨŽƌŵ ŝŶƚŽ Ă ƉůĂĐĞ ƚŽ ůƵŶĐŚ Žƌ ǁŽƌŬ ŽƵƚƐŝĚĞ ŽǀĞƌ ĐŽĨĨĞĞ͕ ĨŽƌ ĨĂŵŝůŝĞƐ ƚŽ ďƌŝŶŐ ĐŚŝůĚƌĞŶ ƚŽ ĨŽƵŶƚĂŝŶƐ ŝŶ ƚŚĞ ƐƵŵŵĞƌ ĂŶĚ ƐǁŝŶŐƐ ŝŶ ƚŚĞ ǁŝŶƚĞƌ͕ ĂŶĚ ĨŽƌ ƌĞƐŝĚĞŶƚƐ ƚŽ ǁĂůŬ ƚŚĞŝƌ ĚŽŐƐ ĂŶĚ ĞŶŐĂŐĞ ǁŝƚŚ ŶĞŝŐŚďŽƌƐ͘ 0 2025 1ϲ͕ϴ00 2020 41320 1ϲ͕ϴ00 ŝƐĐŽǀĞƌLJ tĂůŬ 2024 03͕000 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 11͕000 EŽůŽĂŶ > ^ĐŚŝůĚ 0 ϳ 2022 84 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚĞƌĞ ǁĞƌĞ ĂƐƉĞĐƚƐ ŽĨ ƚŚĞ ďƵŝůĚŝŶŐ ƚŚĂƚ ŶĞĞĚĞĚ ƌĞƉĂŝƌ Žƌ ĞŶŚĂŶĐĞŵĞŶƚ ŝŶ ŽƌĚĞƌ ƚŽ ŵĂŝŶƚĂŝŶ ƚŚĞ ĞdžŝƐƚŝŶŐ ĂƐƐĞƚ͘ ĚĚŝƚŝŽŶĂůůLJ͕ ŽŶͲŐŽŝŶŐ ƵƚŝůŝƚLJ ĐŽƐƚƐ ĂƌĞ ŝŶĐƵƌƌĞĚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ Ͳ ŚĂƚĞĂƵ dŚĞĂƚƌĞ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 100 21ϲ 100 100100 2021 100 E 100 dŚĞ ĨƵŶĚƐ ďƵĚŐĞƚĞĚ ĨŽƌ ŚĂƚĞĂƵ dŚĞĂƚƌĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ŚĂǀĞ ŚŝƐƚŽƌŝĐĂůůLJ ďĞĞŶ ƵƐĞĚ ĨŽƌ ŵŝŶŽƌ ƌĞƉĂŝƌƐ ĂŶĚ ĞŶŚĂŶĐĞŵĞŶƚƐ ƚŽ ƚŚĞ ĨĂĐŝůŝƚLJ ĂŶĚ ƌĞůĂƚĞĚ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ĂƐ ǁĞůů ĂƐ ƚŽ ƉĂLJ ĨŽƌ ƚŚĞ ďƵŝůĚŝŶŐΖƐ ƵƚŝůŝƚŝĞƐ͘ 100 2025 ϲ00 2020 41320 ϲ00 ŚĂƚĞĂƵ dŚĞĂƚƌĞ /ŵƉƌŽǀĞŵĞŶƚƐ 2024 100100 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 100 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ĂůĞƐ dĂdž D 100 EŽůŽĂŶ > ^ĐŚŝůĚ 100 ϴ 2022 85 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚĞƌĞ ŝƐ Ă ŝƚLJ ŽƵŶĐŝů ZĞƐŽůƵƚŝŽŶ ƚŽ ƉƌŽǀŝĚĞ ƚŚĞ ƉĂLJŵĞŶƚͬƉĂLJďĂĐŬ ŽĨ Ψ1͕200͕000 ĂŶŶƵĂůůLJ͕ ƐƚĂƌƚŝŶŐ ŝŶ 201ϴ͕ ƚŽ ƉĂLJ ďĂĐŬ ƚŚĞ &ůŽŽĚ ŽŶƚƌŽů ZĞƐĞƌǀĞƐ ŝŶ ƚŚĞ ĂŵŽƵŶƚ ŽĨ Ψϳ͕200͕000͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 21ϳ 1͕200 01͕200 2021 1͕200 E 1͕200 dŚĞƐĞ ĨƵŶĚƐ ƌĞƉƌĞƐĞŶƚ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌΖƐ ;DͿ ƌĞƉĂLJŵĞŶƚ ŽĨ Ă ůŽĂŶ ĨƌŽŵ ƚŚĞ ŝƚLJ ŽĨ ZŽĐŚĞƐƚĞƌΖƐ &ůŽŽĚ ŽŶƚƌŽů ZĞƐĞƌǀĞƐ ƚŚĂƚ ǁĞƌĞ ƵƐĞĚ ƚŽ ŝŶŝƚŝĂƚĞ ĞĨĨŽƌƚƐ ŝŶ ƚŚĞ ďĞŐŝŶŶŝŶŐ LJĞĂƌƐ ŽĨ D͘ 1͕200 2025 4͕ϴ00 2020 41320 4͕ϴ00 ZĞƉĂLJŵĞŶƚ ƚŽ &ůŽŽĚ ŽŶƚƌŽů 2024 1͕2001͕200 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ĂůĞƐ dĂdž D 1͕200 EŽůŽĂŶ > ^ĐŚŝůĚ 0 ϵ 2022 86 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ĂĐŚŝĞǀĞ ƚŚĞ ǀŝƐŝŽŶ ĂŶĚ ŐŽĂůƐ ƐĞƚ ĨŽƌƚŚ ŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĞǀĞůŽƉŵĞŶƚ WůĂŶ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 21ϵ 3͕000 00 2021 0 E 0 >ŽĐĂƚĞĚ ŽŶ 2ŶĚ ƐƚƌĞĞƚ ^t͕ ^ƚ͘ DĂƌLJΖƐ WůĂĐĞ ĞƐƚĂďůŝƐŚĞƐ Ă ĐŝǀŝĐ ƐƋƵĂƌĞ ĂŶĚ ŵŽŶƵŵĞŶƚĂů ŐĂƚĞǁĂLJ Ăƚ ŽŶĞ ŽĨ ƚŚĞ ƉƌŝŵĂƌLJ ĞŶƚƌLJ ƉŽŝŶƚƐ ƚŽ ZŽĐŚĞƐƚĞƌ͘ dŚĞ ƉůĂŶ ŝŶĐŽƌƉŽƌĂƚĞƐ Ă ĐŝƌĐƵůĂƚŽƌ ƚŚĂƚ ĐŽŶŶĞĐƚƐ ƚŚĞ ^ƚ͘ DĂƌLJΖƐ ĐĂŵƉƵƐ ƚŽ ƚŚĞ ĚŽǁŶƚŽǁŶ͘ /ƚ ĂůƐŽ ĞŵďƌĂĐĞƐ ŝƚƐ ƌĞůĂƚŝŽŶƐŚŝƉ ƚŽ ƚŚĞ ƐƵƌƌŽƵŶĚŝŶŐ ŶĞŝŐŚďŽƌŚŽŽĚƐ ĐƌĞĂƚŝŶŐ Ă ƚŽǁŶ ƐƋƵĂƌĞ ƚŚĂƚ ĐŽŶŶĞĐƚƐ <ƵƚnjŬLJ WĂƌŬ ƚŽ ^ƚ͘ DĂƌLJΖƐ WĂƌŬ ĂŶĚ ƚŚĞ ,ŝƐƚŽƌŝĐ Wŝůů ,ŝůů ŶĞŝŐŚďŽƌŚŽŽĚ͘ 0 2025 3͕000 2020 41320 3͕000 ^ƚ͘ DĂƌLJΖƐ WůĂĐĞ WƵďůŝĐ ZĞĂůŵ 2024 03͕000 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 10 2022 87 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ĚƌŝǀĞŶ ďLJ ƚŚĞ ŶĞĞĚ ƚŽ ƐƵƉƉŽƌƚ D ŐƌŽǁƚŚ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ ďLJ ĂĚĚŝŶŐ ĐĂƉĂĐŝƚLJ Θ ƌĞŵŽǀŝŶŐ ĂŶ ŽůĚĞƌ ƐĂŶŝƚĂƌLJ ƐŝƉŚŽŶ ƚŚĂƚ ŝƐ ĞdžƉĞƌŝĞŶĐŝŶŐ ĂĚĚŝƚŝŽŶĂů ŵĂŝŶƚĞŶĂŶĐĞ ŶĞĞĚƐ ĚƵĞ ƚŽ ƚŚĞ D ŐƌŽǁƚŚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 220 0 0 03͕000 2021 3͕500 E 0 0 dŚŝƐ ƉƌŽũĞĐƚ ƉƌŽǀŝĚĞƐ ƐĂŶŝƚĂƌLJ ƐĞǁĞƌ ƌĞůŝĞĨ Θ ĂĚĚƐ ƐĞǁĞƌ ĐĂƉĂĐŝƚLJ ĨŽƌ ŐƌŽǁƚŚ ǁŝƚŚŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĂƌĞĂ ďLJ ƌĞƉůĂĐŝŶŐ ƚŚĞ ĞdžŝƐƚŝŶŐ ƐĞǁĞƌ ďĞůŽǁ ƚŚĞ ƵŵďƌŽ ZŝǀĞƌ ĂŶĚ ĂůŽŶŐ 2ŶĚ ^ƚ͘ ^ ǁŝƚŚ Ă ůĂƌŐĞƌ ƉŝƉĞ͘ dŚĞ ƉƌŽũĞĐƚ ĂůƐŽ ŝŶĐůƵĚĞƐ ƚŚĞ ƌĞͲĂůŝŐŶŵĞŶƚ ŽĨ ƚŚĞ ĞdžŝƐƚŝŶŐ ƐĂŶŝƚĂƌLJ ƐĞǁĞƌ ƚŚĂƚ ŝƐ ůŽĐĂƚĞĚ ďĞůŽǁ ƚŚĞ ƉƌŽƉŽƐĞĚ ƌŝǀĞƌĨƌŽŶƚ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂ͘ ĞƐŝŐŶ ŚĂƐ ďĞĞŶ ĐŽŵƉůĞƚĞĚ ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ŝƐ ƵŶĚĞƌǁĂLJ͘ dŚĞ ƉůĂŶŶĞĚ ĐŽŵƉůĞƚŝŽŶ ŽĨ ĐŽŶƐƚƌƵĐƚŝŽŶ ŝƐ 2020͘ 500 0 2025 500 3͕000 2020 41320 3͕500 3ƌĚ ǀĞ ^ hƉƐŝnjĞ ^ĂŶŝƚĂƌLJ ^ĞǁĞƌ 2024 0 0 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 11 2022 88 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ĚƌŝǀĞŶ ďLJ ƚŚĞ ŶĞĞĚ ƚŽ ƐƵƉƉŽƌƚ D ŐƌŽǁƚŚ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ͘ ĚĚΖů ďĞŶĞĨŝƚƐ ŝŶĐůƵĚĞ Ă ƌĞĚƵĐƚŝŽŶ ŝŶ ƐĞǁĞƌ ĐŽƐƚƐ ĨŽƌ EŽƌƚŚ ƌŽĂĚǁĂLJ ƉƌŽũĞĐƚ ďĞĐĂƵƐĞ ƚŚĞ ĨůŽǁ ĚŝǀĞƌƐŝŽŶ ƌĞĚƵĐĞƐ ƚŚĞ ƉŝƉĞ ƐŝnjĞ ŶĞĐĞƐƐĂƌLJ ĂůŽŶŐ EŽƌƚŚ ƌŽĂĚǁĂLJ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 221 0 0 00 2021 0 E 1͕4ϳϵ 1͕4ϳϵ dŚŝƐ ƌĞůŝĞĨ ƉƌŽũĞĐƚ ǁŝůů ĚŝǀĞƌƚ ĨůŽǁƐ ĨƌŽŵ ĂŶ ĞdžŝƐƚŝŶŐ ƚƌƵŶŬ ƐĂŶŝƚĂƌLJ ƐĞǁĞƌ ůŽĐĂƚĞĚ ĂůŽŶŐ 2ŶĚ ǀĞŶƵĞ Et͕ ǁŚŝĐŚ ǁŝůů ƉƌŽǀŝĚĞ ĂĚĚŝƚŝŽŶĂů ĐĂƉĂĐŝƚLJ ĨŽƌ ŐƌŽǁƚŚ ǁŝƚŚŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĂƌĞĂ͘ dŚĞ ƉƌŽũĞĐƚ ŝŶǀŽůǀĞƐ Ă ŶĞǁ ƉŝƉĞ ĂŶĚ ĂůŝŐŶŵĞŶƚ ƚŽ ĚŝǀĞƌƚ ĨůŽǁƐ ƚŽ Ă ĚŝĨĨĞƌĞŶƚ ƚƌƵŶŬ ƐĞǁĞƌ ĂůŽŶŐ EŽƌƚŚ ƌŽĂĚǁĂLJ͘ dŚĞ ƌŽĂĚǁĂLJ ƐĞǁĞƌ ŚĂƐ ƚŚĞ ĐĂƉĂĐŝƚLJ ƚŽ ƚĂŬĞ ĨůŽǁƐ ĨƌŽŵ ƚŚŝƐ ƌĞůŝĞĨ ůŝŶĞ͘ dŚĞ ƉƌŽũĞĐƚ ŝƐ ĐƵƌƌĞŶƚůLJ ŝŶ ƚŚĞ ĚĞƐŝŐŶ ƉŚĂƐĞ͘ ŽŶƐƚƌƵĐƚŝŽŶ ŝƐ ƉůĂŶŶĞĚ ƚŽ ďĞŐŝŶ ĂŶĚ ďĞ ĐŽŵƉůĞƚĞĚ ŝŶ 2021͘ 0 0 2025 1͕4ϳϵ 1͕4ϳϵ 2020 41320 2͕ϵ5ϴ 1Ɛƚ ^ƚ Et ^ĂŶŝƚĂƌLJ ^ĞǁĞƌ ŝǀĞƌƐŝŽŶ 2024 0 0 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ ^ƚĂƚĞ D &ƵŶĚƐ 2͕ϵ5ϴ EŽůŽĂŶ > ^ĐŚŝůĚ 0 12 2022 89 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚĞ ĚŝǀĞƌƐŝŽŶ ŽĨ ƚŚĞƐĞ ĨůŽǁƐ ĂůůŽǁƐ ĨŽƌ ĂĚĚŝƚŝŽŶĂů ĚĞǀĞůŽƉŵĞŶƚ ŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĂƌĞĂ ďLJ ƉƌŽǀŝĚŝŶŐ ĂǀĂŝůĂďůĞ ĐĂƉĂĐŝƚLJ͘ dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ĚƌŝǀĞŶ ďLJ ƚŚĞ ŶĞĞĚ ƚŽ ƐƵƉƉŽƌƚ D ŐƌŽǁƚŚ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ͘ ĚĚĞĚ ďĞŶĞĨŝƚƐ ŝŶĐůƵĚĞ ƚŚĞ ƌĞŵŽǀĂů ŽĨ ƚǁŽ ƐŝƉŚŽŶƐ ƚŚĂƚ ĂƌĞ ĞdžƉĞƌŝĞŶĐŝŶŐ ĂĚĚŝƚŝŽŶĂů ŵĂŝŶƚĞŶĂŶĐĞ ĚƵĞ ƚŽ ƚŚĞ D ŐƌŽǁƚŚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 0 0 222 0 0 0 0 02͕400 2021 ϲ͕ϴϴ0 E 0 0 0 0 dŚŝƐ ƌĞůŝĞĨ ƉƌŽũĞĐƚ ĂĚĚƐ ĂĚĚŝƚŝŽŶĂů ƐƚŽƌŵ ƐĞǁĞƌ ĂŶĚ ƐĂŶŝƚĂƌLJ ƐĞǁĞƌ ĐĂƉĂĐŝƚLJ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ ďLJ ĚŝǀĞƌƚŝŶŐ ĨůŽǁƐ ĂůŽŶŐ ϲƚŚ ĂŶĚ ϳƚŚ ǀĞŶƵĞƐ Etͬ^t͘ 1͕500 1͕500 1͕4ϴ0 0 2025 1͕500 1͕500 1͕4ϴ0 2͕400 2020 41320 ϲ͕ϴϴ0 ZĞĐŽŶƐƚƌƵĐƚ ϲƚŚͬϳƚŚ ǀĞ Etͬ^t 2024 0 0 0 00 0 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ƚŽƌŵ tĂƚĞƌ KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ DE ^ƚĂƚĞ ŝĚ ʹ ^ƚƌĞĞƚƐ ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 13 2022 90 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ĐƌĞĂƚĞ Ă ŵƵůƚŝͲŵŽĚĂů ŐĂƚĞǁĂLJ ƚŽ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ ĂŶĚ D ĞǀĞůŽƉŵĞŶƚ ŝƐƚƌŝĐƚ ĂŶĚ ĞŶŚĂŶĐĞ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 0 0 0 22ϳ 0 0 0 0 0 0 04͕000 2021 12͕300 0 E 0 0 0 ϲ͕100 dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ŝŶƚĞŶĚĞĚ ƚŽ ďĞŐŝŶ ƚŚĞ ƚƌĂŶƐĨŽƌŵĂƚŝŽŶ ŽĨ ƚŚĞ ƌŽĂĚǁĂLJ ǀĞŶƵĞ ĐŽƌƌŝĚŽƌ ŝŶƚŽ Ă ƐŝŐŶŝĨŝĐĂŶƚ ŵƵůƚŝͲŵŽĚĂů ŐĂƚĞǁĂLJ ƚŽ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ ĂŶĚ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĞǀĞůŽƉŵĞŶƚ ŝƐƚƌŝĐƚ͘ /ƚ ŝŶĐůƵĚĞƐ ƚŚĞ ĐŽŵƉůĞƚĞ ƌĞĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ EŽƌƚŚ ƌŽĂĚǁĂLJ ĨƌŽŵ ŝǀŝĐ ĞŶƚĞƌ ƌŝǀĞ ƚŽ 13ƚŚ ^ƚ͘ EŽƌƚŚ ƚŽ ƐĞƌǀĞ Ăůů ŵŽĚĞƐ ŽĨ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ;ǁĂůŬŝŶŐ͕ ďŝŬŝŶŐ͕ ďƵƐ ĂŶĚ ŽƚŚĞƌ ǀĞŚŝĐůĞƐͿ͘ 1͕400 1͕300 1͕ϲ00 4͕000 0 2025 1͕400 1͕300 1͕ϲ00 4͕000 10͕100 2020 41320 1ϴ͕400 EŽƌƚŚ ƌŽĂĚǁĂLJ ZĞĐŽŶƐƚƌƵĐƚ 2024 0 0 0 0 0 0 0 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƉĞĐŝĂů ƐƐĞƐƐŵĞŶƚ ŽŶĚƐ tĂƚĞƌ hƚŝůŝƚLJ KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ ^ƚĂƚĞ D &ƵŶĚƐ WƌŽũĞĐƚ ZĞƐĞƌǀĞƐ ϲ͕100 EŽůŽĂŶ > ^ĐŚŝůĚ 0 14 2022 91 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ĚƌŝǀĞŶ ďLJ ƚŚĞ ŶĞĞĚ ƚŽ ƐƵƉƉŽƌƚ D ŐƌŽǁƚŚ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ ďLJ ĂĚĚŝŶŐ ĐĂƉĂĐŝƚLJ ĂŶĚ ƌĞŵŽǀŝŶŐ ĂŶ ŽůĚĞƌ ƐĂŶŝƚĂƌLJ ƐŝƉŚŽŶ ƚŚĂƚ ŝƐ ĞdžƉĞƌŝĞŶĐŝŶŐ ĂĚĚŝƚŝŽŶĂů ŵĂŝŶƚĞŶĂŶĐĞ ŶĞĞĚƐ ĚƵĞ ƚŽ ƚŚĞ D ŐƌŽǁƚŚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 224 0 0 01͕13ϴ 2021 2͕2ϳϲ E 0 0 dŚŝƐ ƐĂŶŝƚĂƌLJ ƐĞǁĞƌ ƌĞůŝĞĨ ƉƌŽũĞĐƚ ĂĚĚƐ ĂĚĚŝƚŝŽŶĂů ƐĞǁĞƌ ĐĂƉĂĐŝƚLJ ĨŽƌ ŐƌŽǁƚŚ ǁŝƚŚŝŶ ƚŚĞ D ĂƌĞĂ ďLJ ƌĞƉůĂĐŝŶŐ ƚŚĞ ĞdžŝƐƚŝŶŐ ƐĞǁĞƌ ďĞůŽǁ ƚŚĞ ƵŵďƌŽ ZŝǀĞƌ ĂŶĚ ĂůŽŶŐ 2ŶĚ ^ƚƌĞĞƚ ^ ǁŝƚŚ Ă ůĂƌŐĞƌ ƉŝƉĞ͘ dŚĞ ƉƌŽũĞĐƚ ĂůƐŽ ŝŶĐůƵĚĞƐ ƚŚĞ ƌĞͲĂůŝŐŶŵĞŶƚ ŽĨ ƚŚĞ ĞdžŝƐƚŝŶŐ ƐĂŶŝƚĂƌLJ ƐĞǁĞƌ ƚŚĂƚ ŝƐ ůŽĐĂƚĞĚ ďĞůŽǁ ƚŚĞ ƉƌŽƉŽƐĞĚ ƌŝǀĞƌĨƌŽŶƚ ĚĞǀĞůŽƉŵĞŶƚ ĂƌĞĂ͘ ĞƐŝŐŶ ŚĂƐ ďĞĞŶ ĐŽŵƉůĞƚĞĚ ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ŝƐ ƵŶĚĞƌǁĂLJ͘ dŚĞ ƉůĂŶŶĞĚ ĐŽŵƉůĞƚŝŽŶ ŽĨ ĐŽŶƐƚƌƵĐƚŝŽŶ ŝƐ 2020͘ 1͕13ϴ 0 2025 1͕13ϴ 1͕13ϴ 2020 41320 2͕2ϳϲ 2ŶĚ ^ƚ ^ ^ĂŶŝƚĂƌLJ ^ĞǁĞƌ ĂƉĂĐŝƚLJ LJƉĂƐƐ 2024 0 0 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 1ϲ 2022 92 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ĚƌŝǀĞŶ ďLJ ƚŚĞ ŶĞĞĚ ƚŽ ƐƵƉƉŽƌƚ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ŐƌŽǁƚŚ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ͘ ĚĚĞĚ ďĞŶĞĨŝƚƐ ŝŶĐůƵĚĞ ƚŚĞ ƌĞŵŽǀĂů ŽĨ Ă ƐĂŶŝƚĂƌLJ ƐŝƉŚŽŶ ƚŚĂƚ ŝƐ ĞdžƉĞƌŝĞŶĐŝŶŐ ĂĚĚŝƚŝŽŶĂů ŵĂŝŶƚĞŶĂŶĐĞ ĚƵĞ ƚŽ ƚŚĞ D ŐƌŽǁƚŚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 1͕500 1͕500 225 0 0 00 2021 0 E 0 0 dŚŝƐ ƌĞůŝĞĨ ƉƌŽũĞĐƚ ĚŝǀĞƌƚƐ ĨůŽǁƐ ĨƌŽŵ 2ŶĚ ^ƚƌĞĞƚ ^t ƚŽ 4ƚŚ ^ƚƌĞĞƚ ^t ĂůŽŶŐ 3ƌĚ ǀĞŶƵĞ ^t ƚŽ ƉƌŽǀŝĚĞ ĂĚĚĞĚ ĐĂƉĂĐŝƚLJ ƚŽ ƚŚĞ ƚƌƵŶŬ ƐĞǁĞƌƐ ƚŽ ƚŚĞ ŶŽƌƚŚ ŽĨ 2ŶĚ ^ƚƌĞĞƚ ^t͘ ŽŶĐĞƉƚƵĂů ĚĞƐŝŐŶ ŝƐ ĐŽŵƉůĞƚĞ͘ &ŽƌŵĂů ĚĞƐŝŐŶ ƉůĂŶŶĞĚ ĨŽƌ 2023 ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ƉůĂŶŶĞĚ ĨŽƌ 2024͘ 0 100 2025 1͕550 1͕550 2020 41320 3͕100 3ƌĚ ǀĞ ^t ^ĞǁĞƌ ĂƉĂĐŝƚLJ LJƉĂƐƐ 2024 50 50 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 3͕000 1ϳ 2022 93 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ƐƵƉƉŽƌƚ ^ƚ͘ DĂƌLJ͛Ɛ WůĂĐĞ ŐƌŽǁƚŚ ĂŶĚ ƉĞĚĞƐƚƌŝĂŶ ĂĐƚŝǀĂƚŝŽŶ ĂƐ ƚŚŝƐ ĐŽƌƌŝĚŽƌ ƚƌĂŶƐŝƚŝŽŶƐ ŝŶƚŽ ŵŽƌĞ ƚƌĂŶƐŝƚͲŽƌŝĞŶƚĞĚ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ƐƵƉƉŽƌƚ ŽĨ Ă ƵƐ ZĂƉŝĚ dƌĂŶƐŝƚ ƌŽƵƚĞ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 0 2023 0 0 0 0 0 22ϴ 150 0 0 0 0 0 0 0 0 00 2021 0 0 ϵ50 2͕050 225 E 2ϳ5 1͕500 1͕000 2͕3ϳ0 ŽŵƉůĞƚĞ ƌĞĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ 2ŶĚ ^ƚƌĞĞƚ ^t ĨƌŽŵ 11ƚŚ ǀĞŶƵĞ ^t ƚŽ 1ϲƚŚ ǀĞŶƵĞ ^t͕ ŝŶĐůƵĚŝŶŐ ƐƚƌĞĞƚ͕ ƐŝĚĞǁĂůŬƐ ĂŶĚ ƵƚŝůŝƚŝĞƐ͘ WƌĞůŝŵŝŶĂƌLJ ĚĞƐŝŐŶ ĂŶĚ ƉƵďůŝĐ ŝŶǀŽůǀĞŵĞŶƚ ŚĂƐ ďĞŐƵŶ͘ dŚĞ ĚĞƐŝŐŶ ŝƐ ĐƵƌƌĞŶƚůLJ ŽŶ ŚŽůĚ ƉĞŶĚŝŶŐ ƚŚĞ ƌĞƐƵůƚƐ ŽĨ ƚŚĞ ĐŝƌĐƵůĂƚŽƌ ƉƌŽƚŽƚLJƉŝŶŐ͘ 0 0 0 0 0 0 0 0 2025 ϵ50 2͕050 225 150 2ϳ5 1͕500 1͕000 2͕3ϳ0 2020 41320 ϴ͕520 ZĞĐŽŶƐƚƌƵĐƚ 2ŶĚ ^ƚ͘ ^t 2024 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 zĞƐ 2020 KůŵƐƚĞĚ ŽƵŶƚLJ DE ^ƚĂƚĞ ŝĚ ʹ ^ƚƌĞĞƚƐ KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌ ʹ &ƌŽŵ ^ĞǁĞƌ hƚŝůŝƚLJ tĂƚĞƌ hƚŝůŝƚLJ KƉĞƌĂƚŝŶŐ dƌĂŶƐĨĞƌƐ ʹ &ƌŽŵ KƚŚĞƌ &ƵŶĚƐ ^ƉĞĐŝĂů ƐƐĞƐƐŵĞŶƚ ŽŶĚƐ ^ƚĂƚĞ D &ƵŶĚƐ &ĞĚĞƌĂů &ƵŶĚƐ ϴ͕520 EŽůŽĂŶ > ^ĐŚŝůĚ 0 1ϴ 2022 94 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ƐƵƉƉŽƌƚ ĨƵƚƵƌĞ ƌĞĚĞǀĞůŽƉŵĞŶƚ ĂůŽŶŐ ƚŚĞ ƐŽƵƚŚ ƐŝĚĞ ŽĨ 2ŶĚ ^ƚƌĞĞƚ ^t͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 22ϵ 0 4͕5000 2021 0 E 0 /ŶĐůƵĚĞƐ ƚŚĞ ĂĚĚŝƚŝŽŶ ŽĨ Ă ƐŽƵƚŚ ůĞŐ ƚŽ ƚŚĞ 1ϲƚŚ ǀĞŶƵĞ ^t ŝŶƚĞƌƐĞĐƚŝŽŶ ƚŽ ƐƵƉƉŽƌƚ ĨƵƚƵƌĞ ƌĞĚĞǀĞůŽƉŵĞŶƚ ĂůŽŶŐ ƐŽƵƚŚ ƐŝĚĞ ŽĨ 2ŶĚ ^ƚƌĞĞƚ ^t͘ /ŶĐůƵĚĞƐ ƚŚĞ ĚĞƐŝŐŶ ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ Ă ĨƵƚƵƌĞ 3ƌĚ ^ƚƌĞĞƚ ^t͕ ŝŶĐůƵĚŝŶŐ ƚŚĞ ƌĞŵŽǀĂů ŽĨ ƚŚĞ 15ƚŚ ǀĞŶƵĞ ^t ĂĐĐĞƐƐ ƚŽ 2ŶĚ ^ƚƌĞĞƚ ^t͘ WƌŽũĞĐƚ ǁŝůů ŝŶĐůƵĚĞ ƉƌŽƉĞƌƚLJ ĂĐƋƵŝƐŝƚŝŽŶ ĨŽƌ ƚŚĞ ŶĞǁ ƐƚƌĞĞƚ͘ 0 2025 4͕500 2020 41320 4͕500 ŽŶƐƚƌƵĐƚ 3ƌĚ ^ƚ ^t 2024 00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 4͕500 EŽƚ ƉƉůŝĐĂďůĞ 2020 hŶĨƵŶĚĞĚ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 1ϵ 2022 95 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ŽďƚĂŝŶ ĚĂƚĂ ĂŶĚ ƵŶĚĞƌƐƚĂŶĚ ƚŚĞ ĞĨĨĞĐƚƐ ŽĨ Ă ĐŝƌĐƵůĂƚŽƌ ůĞǀĞƌĂŐŝŶŐ ƚŚŝƐ ƌŽƵƚĞ͘ dŽ ŽďƚĂŝŶ ŝŶĨŽƌŵĂƚŝŽŶ ŽŶ ŚŽǁ ƚŽ ŝŵƉƌŽǀĞ ĨƵƚƵƌĞ ĐŝƌĐƵůĂƚŽƌ ŽƉĞƌĂƚŝŽŶƐ͘ dŚŝƐ ƉƌŽƚŽƚLJƉŝŶŐ ĞĨĨŽƌƚ ŝƐ ŝŶƚĞŶĚĞĚ ƚŽ ďĞƚƚĞƌ ŝŶĨŽƌŵ ƚŚĞ ĚĞƐŝŐŶ ĂŶĚ ƵƐĞƌ ĞdžƉĞƌŝĞŶĐĞ ŽĨ ƚŚĞ ĐŝƌĐƵůĂƚŽƌ ƌŽƵƚĞ ĂŶĚ ƌĞĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ 2ŶĚ ^ƚƌĞĞƚ ^t ŶĞĂƌ ^ƚ͘ DĂƌLJΖƐ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 231 0 0250 2021 250 E 0 >ĂƚĞ ^ƵŵŵĞƌ ͬ &Ăůů ŽĨ 2020 ŵŽĚĞů ƚŚĞ ŽƉĞƌĂƚŝŽŶ ŽĨ Ă ŝƌĐƵůĂƚŽƌ ŽŶ 2ŶĚ ^ƚƌĞĞƚ͘ dŚĞ ĞĨĨŽƌƚ ǁŝůů ƌĞƋƵŝƌĞ ĐŽŽƌĚŝŶĂƚŝŽŶ ŽĨ ƐĞǀĞƌĂů ĂŐĞŶĐŝĞƐ ƚŽ ƚĞŵƉŽƌĂƌŝůLJ ŽƉĞƌĂƚĞ Ă ƚƌĂŶƐŝƚ ƐĞƌǀŝĐĞ ŝŶ ƚŚĞ ĐŽƌƌŝĚŽƌ͕ ƌĞĚƵĐĞ ĂŶĚ ƌĞƐƚƌŝĐƚ ĞdžŝƐƚŝŶŐ ǀĞŚŝĐůĞ ƚƌĂĨĨŝĐ͕ ĂŶĚ ĐŽŵŵƵŶŝĐĂƚĞ ƚŽ ƚŚĞ ƉƵďůŝĐ ƚŚĞ ŶĞĞĚƐ ĨŽƌ ƚŚĞ ƚĞŵƉŽƌĂƌLJ ŵŽĚĞů͘ 0 2025 250 2020 41320 250 dƌĂŶƐŝƚ ŝƌĐƵůĂƚŽƌ WƌŽƚLJƉŝŶŐ 2024 00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 20 2022 96 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚĞ ĞǀĂůƵĂƚŝŽŶƐ ĂƌĞ ŵĞĂŶƚ ƚŽ ŝĚĞŶƚŝĨLJ ƚŚĞ ŵŽƐƚ ĞĨĨŝĐŝĞŶƚ͕ ĨŝŶĂŶĐŝĂůůLJ ďĞŶĞĨŝĐŝĂů ĂŶĚ ĞƋƵŝƚĂďůĞ ĞŶĞƌŐLJ ƐŽůƵƚŝŽŶ ƚŽ ƌĞĂĐŚ ƚŚĞ ĞŶĞƌŐLJ ƌĞĚƵĐƚŝŽŶ ƚĂƌŐĞƚƐ ŽƵƚůŝŶĞĚ ŝŶ ƚŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĞǀĞůŽƉŵĞŶƚ WůĂŶ͘ ŽŶƐŝĚĞƌŝŶŐ ƚŚĞ ƵƉŐƌĂĚĞ ŽĨ ĞŶĞƌŐLJ ĨĂĐŝůŝƚŝĞƐ ĨƌŽŵ ƐƚĞĂŵͲďĂƐĞĚ ƐLJƐƚĞŵƐ ƚŽ ŚŝŐŚůLJ ĞĨĨŝĐŝĞŶƚ ĂůƚĞƌŶĂƚŝǀĞƐ ǁŝůů ƌĞĚƵĐĞ ƚŚĞ ĞŶĞƌŐLJ ĚĞŵĂŶĚ ŝŶ ƚŚĞ D ŝƐƚƌŝĐƚ ĨŽƌ ŝƚƐ ŚĞĂƚŝŶŐ ĂŶĚ ĐŽŽůŝŶŐ ŶĞĞĚƐ͘ &Žƌ ŝƐĐŽǀĞƌLJ ^ƋƵĂƌĞ͕ ĂŶ ĞĨĨŝĐŝĞŶƚ ƉůĂŶƚ ǁŽƵůĚ ŚĞůƉ ƌĞĚƵĐĞ ƚŚĞ ĞŶĞƌŐLJ ďƵƌĚĞŶ ĨŽƌ ŚŝŐŚ ŝŶƚĞŶƐŝƚLJ ƐƉĂĐĞ ǁŝƚŚŝŶ ƚŚĞ D ŝƐƚƌŝĐƚ ĂŶĚ ŚĞůƉ ŵĞĞƚ ŝƚƐ ĂŐŐƌĞƐƐŝǀĞ ĞŶĞƌŐLJ ƚĂƌŐĞƚƐ͘ dŚĞ Kt & ƐƚĞĂŵ ĐŽŶĚĞŶƐĂƚĞ ůŝŶĞ ƐĞƌǀŝŶŐ ƚŚĞ ĚŽǁŶƚŽǁŶ ŝƚLJ ĂŶĚ ŽƵŶƚLJ ĨĂĐŝůŝƚŝĞƐ ŚĂƐ ĂůƐŽ ƌĞĂĐŚĞĚ ƚŚĞ ĞŶĚ ŽĨ ŝƚƐ ƵƐĞĨƵů ůŝĨĞ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 23ϴ 0 0100 2021 100 E 0 dŚĞƌĞ ĂƌĞ ƚǁŽ ĚŝƐƚƌŝĐƚ ĞŶĞƌŐLJ ƉůĂŶƚ ƉŽƐƐŝďŝůŝƚŝĞƐ ŝŶ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ͘ KŶĞ ŝƐ ŵĞĂŶƚ ƚŽ ƐĞƌǀĞ ƚŚĞ ŝƐĐŽǀĞƌLJ tĂůŬ ƐƵďͲ ĚŝƐƚƌŝĐƚ Θ ƚŚĞ ŽƚŚĞƌ ǁŽƵůĚ ƌĞƉůĂĐĞ ƚŚĞ ĞdžŝƐƚŝŶŐ ƐƚĞĂŵ ůŝŶĞ ĨƌŽŵ ƚŚĞ KůŵƐƚĞĚ tĂƐƚĞ ƚŽ ŶĞƌŐLJ &ĂĐŝůŝƚLJ ;Kt &Ϳ͘ dŚĞ ŝƐĐŽǀĞƌLJ ^ƋƵĂƌĞ ƉůĂŶƚ ŝĚĞĂůůLJ ǁŽƵůĚ ŵĂƚĐŚ ƚŚĞ ĐŽŶƐƚƌƵĐƚŝŽŶ ƚŝŵĞůŝŶĞ ĨŽƌ ŝƐĐŽǀĞƌLJ tĂůŬ ŝŶ 2021 ĂŶĚ ǁŽƵůĚ ƐĞƌǀĞ ďƵŝůĚŝŶŐƐ ĂůŽŶŐ ƚŚĞ 2ŶĚ ǀĞ ĐŽƌƌŝĚŽƌ ĂŶĚ ƉŽƐƐŝďůLJ ĞdžƚĞŶĚ ƐŽƵƚŚ ƚŽ ƚŚĞ hDZ ƐƵďͲĚŝƐƚƌŝĐƚ͘ &Žƌ ƚŚĞ ĚŽǁŶƚŽǁŶ ďƵŝůĚŝŶŐƐ ƐĞƌǀĞĚ ďLJ Kt &͕ ĂŶ ĂůƚĞƌŶĂƚŝǀĞ ŝƐ ďĞŝŶŐ ĞǀĂůƵĂƚĞĚ ĨŽƌ ƚŚĞ ƐƚĞĂŵ ƉƌŽǀŝĚĞĚ ďLJ Kt &͘ ůƚĞƌŶĂƚŝǀĞƐ ĨŽƌ ŝŶĚŝǀŝĚƵĂů ďƵŝůĚŝŶŐ ƉůĂŶƚƐ ĂŶĚ Ă ĚŝƐƚƌŝĐƚ ĞŶĞƌŐLJ ƉůĂŶƚ ƐŽůƵƚŝŽŶ ĂƌĞ ďĞŝŶŐ ĞǀĂůƵĂƚĞĚ͘ 0 2025 100 2020 41320 100 ŝƐƚƌŝĐƚ ŶĞƌŐLJ ǀĂůƵĂƚŝŽŶ ĂŶĚ /ŵƉůĞŵĞŶƚĂƚŝŽŶ 2024 00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 21 2022 97 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŚĞƐĞ ƐĞŶƐŽƌƐ ǁŝůů ĂůůŽǁ ŝƚLJ ĂŶĚ D ƉĞƌƐŽŶŶĞů͕ ŬĞLJ ĚĞĐŝƐŝŽŶͲŵĂŬĞƌƐ ĂŶĚ ƚŚĞ ĐŽŵŵƵŶŝƚLJ ďĞƚƚĞƌ ƵŶĚĞƌƐƚĂŶĚ Ăŝƌ ƋƵĂůŝƚLJ ŝƐƐƵĞƐ Ăƚ Ă ŵŝĐƌŽͲůĞǀĞů ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ŝƚLJ͘ dŚŝƐ ĚĂƚĂ ǁŝůů ďĞ ƵƐĞĚ ƚŽ ŝŶĨŽƌŵ ĚĞĐŝƐŝŽŶͲŵĂŬŝŶŐ ŽŶ ƚŽƉŝĐƐ ƚŚĂƚ ĂĨĨĞĐƚ Ăŝƌ ƋƵĂůŝƚLJ ůŝŬĞ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͕ ůĂŶĚ ƵƐĞ ƉůĂŶŶŝŶŐ͕ ĂŶĚ ĐŽŵŵƵŶŝƚLJ ŚĞĂůƚŚ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 23ϵ 0 030 2021 30 E 0 dŚĞ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĂŶĚ ŝƚLJ ŽĨ ZŽĐŚĞƐƚĞƌ͕ ŝŶ ĐŽůůĂďŽƌĂƚŝŽŶ ǁŝƚŚ ĐŽŵŵƵŶŝƚLJ ƉĂƌƚŶĞƌƐ ĂƌĞ ƉůĂŶŶŝŶŐ ƚŽ ŝŶƐƚĂůů Ăŝƌ ƋƵĂůŝƚLJ ƐĞŶƐŽƌƐ ŝŶ ƚŚĞ ĚŽǁŶƚŽǁŶ ĐŽƌĞ ŽĨ ƚŚĞ ŝƚLJ ;ĂƐ ǁĞůů ĂƐ ŽƵƚƐŝĚĞ ƚŚĞ D ŝƐƚƌŝĐƚ͕ ƚŚƌŽƵŐŚ ĚŝĨĨĞƌĞŶƚ ĨƵŶĚŝŶŐ ƐŽƵƌĐĞƐͿ͘ dŚĞƐĞ ƐĞŶƐŽƌƐ ǁŝůů ŵŽŶŝƚŽƌ Ăŝƌ ƉŽůůƵƚĂŶƚƐ ŝŶ ƌĞĂůͲƚŝŵĞ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ LJĞĂƌ ŝŶ ŽƌĚĞƌ ƚŽ ƵŶĚĞƌƐƚĂŶĚ ŚŽǁ Ăŝƌ ƋƵĂůŝƚLJ ǀĂƌŝĞƐ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ĐŽƵƌƐĞ ŽĨ ƚŚĞ ĚĂLJ ĂŶĚ LJĞĂƌ͘ 0 2025 30 2020 41320 30 ^ŵĂƌƚ ŝƚLJ Ͳ ŝƌ YƵĂůŝƚLJ DŽŶŝƚŽƌŝŶŐ 2024 00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 22 2022 98 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ŝŶĐƌĞĂƐĞ ƚƌĂŶƐŝƚ ƵƐĞ ĂŵŽŶŐ ĐŽƌƌŝĚŽƌ ƌĞƐŝĚĞŶƚƐ͕ ĞŵƉůŽLJĞĞƐ ĂŶĚ ǀŝƐŝƚŽƌƐ͘ dŽ ŝŵƉƌŽǀĞ ĂĐĐĞƐƐ ƚŽ ƚƌĂŶƐŝƚ ĂƐ ǁĞůů ĂƐ ŝŵƉƌŽǀĞ ƚŚĞ ƐĂĨĞƚLJ ŽĨ ƚŚŽƐĞ ƵƚŝůŝnjŝŶŐ ƉƵďůŝĐ ƚƌĂŶƐŝƚ Ăƚ ^ƚ͘ DĂƌLJΖƐ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 0 232 ϴ͕100 0 0 050 2021 250 E 0 2͕ϴ00 ϳ00 ĞǀĞůŽƉŵĞŶƚ ŽĨ Ă ŶĞǁ ƚƌĂŶƐŝƚ ƐƚŽƉ ĂŶĚ ĂĐĐŽŵƉĂŶLJŝŶŐ ƉĞĚĞƐƚƌŝĂŶ ĂĐĐĞƐƐ ĐƌŽƐƐŝŶŐ ŽĨ 2ŶĚ ^ƚ͘ ŶĞĂƌ ƚŚĞ ^ƚ͘ DĂƌLJΖƐ ĐĂŵƉƵƐ͘ 0 200 0 2025 1͕ϲ20 ϵ͕4ϴ0 ϳ50 2020 41320 11͕ϴ50 ^ƚ͘ DĂƌLJΖƐ dƌĂŶƐŝƚ ^ƚĂƚŝŽŶ 2024 0 0 0 1͕ϲ20 ϲ͕4ϴ0 0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ &ĞĚĞƌĂů &ƵŶĚƐ KůŵƐƚĞĚ ŽƵŶƚLJ 3͕500 EŽůŽĂŶ > ^ĐŚŝůĚ 0 23 2022 99 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ƉƌŽǀŝĚĞ ƚŚĞ ƉĂLJŵĞŶƚͬƉĂLJďĂĐŬ ŽĨ Ψ1͕ϲ00͕000 ĂŶŶƵĂůůLJ ƵŶƚŝů ƚŚĞ ƉĂLJďĂĐŬ ŽĨ Ψϴ͕000͕000 ŝƐ ĐŽŵƉůĞƚĞ ;ĨŝŶĂů ƉĂLJŵĞŶƚ ǁŝůů ďĞ ŝŶ 2023Ϳ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 230 1͕ϲ00 01͕ϲ00 2021 1͕ϲ00 E 1͕ϲ00 dŚĞƐĞ ĨƵŶĚƐ ƌĞƉƌĞƐĞŶƚ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌΖƐ ;DͿ ƌĞƉĂLJŵĞŶƚ ŽĨ Ă ůŽĂŶ ĨƌŽŵ ƚŚĞ ŝƚLJ ŽĨ ZŽĐŚĞƐƚĞƌ ƚŚĂƚ ǁĞƌĞ ƵƐĞĚ ƚŽ ŝŶŝƚŝĂƚĞ ĞĨĨŽƌƚƐ ŝŶ ƚŚĞ ďĞŐŝŶŶŝŶŐ LJĞĂƌƐ ŽĨ D ƌĞůĂƚĞĚ ƚŽ ƚŚĞ /ŶƚĞŐƌĂƚĞĚ dƌĂŶƐŝƚ ^ƚƵĚŝĞƐ ;/d^Ϳ ƉĞƌĨŽƌŵĞĚ͘ 1͕ϲ00 2025 ϲ͕400 2020 41320 ϲ͕400 /ŶƚĞŐƌĂƚĞĚ dƌĂŶƐŝƚ ^ƚƵĚLJ ZĞƉĂLJŵĞŶƚ 2024 1͕ϲ001͕ϲ00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ĂůĞƐ dĂdž D 1͕ϲ00 EŽůŽĂŶ > ^ĐŚŝůĚ 0 24 2022 100 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ƌĞĚƵĐĞ ŚĂƌŵĨƵů ĞŵŝƐƐŝŽŶƐ ŐĞŶĞƌĂƚĞĚ ďLJ ƚŚĞ ƚƌĂŶƐŝƚ ƐLJƐƚĞŵ͕ ĐƌĞĂƚŝŶŐ Ă ŚĞĂůƚŚŝĞƌ ĞŶǀŝƌŽŶŵĞŶƚ ĨŽƌ ƚŚĞ ĐŽŵŵƵŶŝƚLJ͕ ĂŶĚ ǀŝƐŝƚŽƌƐ ƚŽ ŽƵƌ ŐƌŽǁŝŶŐ ƌĞŐŝŽŶ͘ dŽ ƐƚŝŵƵůĂƚĞ ĨƵƚƵƌĞ ŝŶǀĞƐƚŵĞŶƚ ŝŶ ĐůĞĂŶ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ƚĞĐŚŶŽůŽŐLJ ďLJ ƉƌŽǀŝĚŝŶŐ ƚŚĞ ĨŝƌƐƚ ĞůĞĐƚƌŝĐ ďƵƐĞƐ ĂŶĚ ĐŚĂƌŐŝŶŐ ƐƚĂƚŝŽŶƐ ŝŶ ƚŚĞ ZĞŐŝŽŶ͘ /ŵƉƌŽǀĞ ĐŽŵŵƵƚĞƌ ĐŽŶŶĞĐƚŝŽŶƐ ƚŽ ŵĂũŽƌ ŵĞĚŝĐĂů ĂŶĚ ĞĐŽŶŽŵŝĐ ĐĞŶƚĞƌƐ ŝŶ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ ďLJ ƉƌŽĐƵƌŝŶŐ ŶĞǁ ƵƐĞƐ ƚŽ ƐƵƉƉŽƌƚ ƚŚĞ ŝƚLJ͛Ɛ ŽŶŐŽŝŶŐ ƚƌĂŶƐŝƚ ƐĞƌǀŝĐĞ ĞdžƉĂŶƐŝŽŶƐ͘ ZĞƉůĂĐĞ ĞdžŝƐƚŝŶŐ ĚŝĞƐĞů ďƵƐĞƐ ƚŚĂƚ ŚĂǀĞ ĞdžĐĞĞĚĞĚ ƚŚĞŝƌ ŵŝŶŝŵƵŵ ƵƐĞĨƵů ůŝĨĞ͘ ZĞĚƵĐĞ ƐŝŶŐůĞͲŽĐĐƵƉĂŶĐLJ ǀĞŚŝĐůĞ ƚƌŝƉƐ ƚŽ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ ĂŶĚ ĞĂƐĞ ŐƌŽǁŝŶŐ ĐŽŶŐĞƐƚŝŽŶ ŝŶ ĚŽǁŶƚŽǁŶ ZŽĐŚĞƐƚĞƌ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 233 0 0 01͕040 2021 5͕200 E ϴ00 200 dŚĞ ƚƌĂŶƐŝƚŝŽŶ ŽĨ ZŽĐŚĞƐƚĞƌ WƵďůŝĐ dƌĂŶƐŝƚΖƐ ;ZWdͿ ďƵƐ ĨůĞĞƚ ĨƌŽŵ ĨƵĞů ;ŐĂƐͬĚŝĞƐĞůͿ ƚŽ ĞůĞĐƚƌŝĐ͘ 4͕1ϲ0 0 2025 4͕ϵϲ0 1͕240 2020 41320 ϲ͕200 dƌĂŶƐŝƚ WůĂŶ /ŵƉůĞŵĞŶƚĂƚŝŽŶ 2024 0 0 0 0 &ĞĚĞƌĂů ĨƵŶĚƐ ĂƌĞ ĂƉƉůŝĞĚ ĨŽƌ ĂŶĚ ŝĨ ƌĞĐĞŝǀĞĚ ƚŚĞ ƉƌŽũĞĐƚ ƉƌŽĐĞĞĚƐ͕ ďƵƚ ŝĨ ŶŽƚ ƚŚĞ ƉƌŽũĞĐƚ ǁŝůů ŶŽƚ ƉƌŽĐĞĞĚ͘ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽ 2020 &ĞĚĞƌĂů &ƵŶĚƐ KůŵƐƚĞĚ ŽƵŶƚLJ 1͕000 EŽůŽĂŶ > ^ĐŚŝůĚ 0 25 2022 101 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program ƌƌŝǀĞ ZŽĐŚĞƐƚĞƌ ƚĂŬĞƐ Ă ůĞĂĚĞƌƐŚŝƉ ƌŽůĞ ŝŶ ŝŵƉůĞŵĞŶƚŝŶŐ dƌĂǀĞů ĞŵĂŶĚ DĂŶĂŐĞŵĞŶƚ ĞĨĨŽƌƚƐ͘ ŝŵ ƚŽ ƌĞĚƵĐĞ ƚŚĞ ŶƵŵďĞƌ ŽĨ ƉĞŽƉůĞ ĚƌŝǀŝŶŐ ĂůŽŶĞ ƚŽ ǁŽƌŬ ŝŶ ZŽĐŚĞƐƚĞƌ ƚŽ ĞĂƐĞ ƚƌĂĨĨŝĐ ĐŽŶŐĞƐƚŝŽŶ ĂŶĚ ŝŵƉƌŽǀĞ Ăŝƌ ƋƵĂůŝƚLJ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 2ϲ0 23ϳ 2ϲ0 2ϲ02ϲ0 2021 2ϲ0 E 2ϲ0 WƌŽǀŝĚĞ ŶĞǁ ƉƌŽŐƌĂŵƐ ƚŽ ŵĂŬĞ ŝƚ ĞĂƐŝĞƌ ĨŽƌ ĐŽŵŵƵƚĞƌƐ ƚŽ ƚƌĂǀĞů ŝŶ ĐĂƌƉŽŽůƐ͕ ďLJ ďƵƐ͕ ŽŶ ĨŽŽƚ Žƌ ďLJ ďŝŬĞ͘ 2ϲ0 2025 1͕5ϲ0 2020 41320 1͕5ϲ0 ƌƌŝǀĞ ZŽĐŚĞƐƚĞƌ 2024 2ϲ02ϲ0 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2ϲ0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ĂůĞƐ dĂdž D 2ϲ0 EŽůŽĂŶ > ^ĐŚŝůĚ 2ϲ0 2ϲ 2022 102 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program /ŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨ ƚŚĞ ĐŝƌĐƵůĂƚŽƌ ƌŽƵƚĞ ǁĂƐ Ă ƚŽƉ ƉƌŝŽƌŝƚLJ ŽĨ ƚŚĞ /ŶƚĞŐƌĂƚĞĚ dƌĂŶƐŝƚ ^ƚƵĚŝĞƐ͘ dŚĞ ĐŝƌĐƵůĂƚŽƌ ƌŽƵƚĞ ŝƐ ŝŶƚĞŶĚĞĚ ƚŽ ĚĞǀĞůŽƉ Ă ĐŽƐƚͲĞĨĨĞĐƚŝǀĞ ƚƌĂŶƐŝƚǁĂLJ ƚŚĂƚ ŝŶĐƌĞĂƐĞƐ ƚƌĂŶƐŝƚ ƵƐĞ ĂŵŽŶŐ ĐŽƌƌŝĚŽƌ ƌĞƐŝĚĞŶƚƐ͕ ĐŽŵŵƵƚĞƌƐ͕ ďƵƐŝŶĞƐƐĞƐ͕ ƉĂƚŝĞŶƚƐ͕ ƐƚƵĚĞŶƚƐ͕ ĂŶĚ ǀŝƐŝƚŽƌƐ͘ ůƐŽ͕ ƚŽ ĐĂƚĂůLJnjĞ ĂŶĚ ƐƵƉƉŽƌƚ ŚŽƵƐŝŶŐ ĂŶĚ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ĂůŽŶŐ ƚŚĞ ĐŽƌƌŝĚŽƌ͘ >ĂƐƚ͕ ƚŽ ƐƵƉƉŽƌƚ ŚĞĂůƚŚLJ͕ ĂĐƚŝǀĞ ĐŽŵŵƵŶŝƚŝĞƐ ĂŶĚ ĞŶĐŽƵƌĂŐĞ ƐƵƐƚĂŝŶĂďŝůŝƚLJ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 ϳ͕5ϵ0 10͕0ϵ0 234 4ϳ͕4ϳϲ 0 03͕ϴϳ2 2021 3͕ϴϳ2 E 0 ϳ͕5ϵ2 dŚĞ ZŽĐŚĞƐƚĞƌ ŽǁŶƚŽǁŶ dƌĂŶƐŝƚ ŝƌĐƵůĂƚŽƌ ǁŝůů ƉƌŽǀŝĚĞ ŚŝŐŚ ƋƵĂůŝƚLJ ĚŽǁŶƚŽǁŶ ƉƵďůŝĐ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ƐĞƌǀŝĐĞ ĨŽƌ ƌĞƐŝĚĞŶƚƐ͕ ĐŽŵŵƵƚĞƌƐ͕ ďƵƐŝŶĞƐƐĞƐ͕ ƉĂƚŝĞŶƚƐ͕ ƐƚƵĚĞŶƚƐ͕ ĂŶĚ ǀŝƐŝƚŽƌƐ ƚŚĂƚ ǁŝůů ƐƵƉƉŽƌƚ ƚŚĞ ŝƚLJ ŽĨ ZŽĐŚĞƐƚĞƌ ĂŶĚ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ;DͿ ĚŝƐƚƌŝĐƚ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͕ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ͕ ĂŶĚ ůŝǀĂďŝůŝƚLJ ŐŽĂůƐ ĂŶĚ ƐƵďƐƚĂŶƚŝĂůůLJ ŝŶĐƌĞĂƐĞ ƉƵďůŝĐ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ƵƐĞ ĚŽǁŶƚŽǁŶ͘ 0 22͕000 2025 4ϵ͕310 4ϵ͕310 2020 41320 ϵϴ͕ϲ20 ŝƌĐƵůĂƚŽƌ ZŽƵƚĞ /ŵƉůĞŵĞŶƚĂƚŝŽŶ 2024 11͕000 11͕000 30͕ϳ20 1ϲ͕ϳ5ϲ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 &ĞĚĞƌĂů &ƵŶĚƐ KůŵƐƚĞĚ ŽƵŶƚLJ ϳ͕5ϵ2 EŽůŽĂŶ > ^ĐŚŝůĚ 1ϳ͕ϲϴ0 2ϳ 2022 103 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ĚĞĐƌĞĂƐĞ ƚŚĞ ƌĞůŝĂŶĐĞ ŽŶ ƐŝŶŐůĞ ŽĐĐƵƉĂŶĐLJ ǀĞŚŝĐůĞƐ͕ ŝŶĐƌĞĂƐĞ ƌŝĚĞƌƐŚŝƉ ŽŶ ƚŚĞ ŝƌĐƵůĂƚŽƌ͕ ƉƌŽŵŽƚĞ ĂĨĨŽƌĚĂďůĞ ŚŽƵƐŝŶŐ ŶĞĂƌ ĂĐĐĞƐƐ ƚŽ ƚƌĂŶƐŝƚ ĂŶĚ ĐƌĞĂƚĞ ĚĞŶƐŝƚLJ ǁŝƚŚŝŶ ĂŶĚͬŽƌ ŶĞĂƌ ĚŽǁŶƚŽǁŶ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 235 0 05͕000 2021 5͕000 E 3͕000 ĞƐŝŐŶ ƐŝƚĞ ŵĂƐƚĞƌ ƉůĂŶƐ ĂŶĚ ůĂŶĚ ĂĐƋƵŝƐŝƚŝŽŶ ĨŽƌ ƚŚĞ ĨƵƚƵƌĞ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ƉĂƌŬŝŶŐ ĨĂĐŝůŝƚŝĞƐ ǁŝƚŚ ŽŶͲƐŝƚĞ ƚƌĂŶƐŝƚ ƐƚĂƚŝŽŶƐ ĨŽƌ ƚŚĞ ĨƵƚƵƌĞ ŝƌĐƵůĂƚŽƌ ƌŽƵƚĞ͘ 0 2025 ϴ͕000 2020 41320 ϴ͕000 dƌĂŶƐŝƚ sŝůůĂŐĞƐ 1 ĂŶĚ 2 2024 00 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 3͕000 EŽůŽĂŶ > ^ĐŚŝůĚ 0 2ϴ 2022 104 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program tŝƚŚ ŽƵƌ ĞĨĨŽƌƚƐ ƚŽ ƌĞĚƵĐĞ ĞŵŝƐƐŝŽŶƐ ĂŶĚ ŝŵƉƌŽǀĞ ƐƵƐƚĂŝŶĂďŝůŝƚLJ ƚŚĞ ƉƵƌĐŚĂƐĞ ŽĨ ĞůĞĐƚƌŝĐ ďƵƐĞƐ ǁŝůů ƌĞƋƵŝƌĞ ƚŚĞ ƌĞůĂƚĞĚ ĞƋƵŝƉŵĞŶƚ ŶĞĐĞƐƐĂƌLJ ƚŽ ĐŚĂƌŐĞ ƚŚĞ ďƵƐĞƐ ĨŽƌ ŽƉĞƌĂƚŝŽŶƐ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 0 22ϲ 1͕143 0 0110 2021 1͕100 E ϵϲ0 240 ƚŚƌĞĞ LJĞĂƌ ƉůĂŶ ƚŽ ƉƌŽǀŝĚĞ ƚŚĞ ĞůĞĐƚƌŝĐ ǀĞŚŝĐůĞ ĐŚĂƌŐŝŶŐ ƐƚĂƚŝŽŶƐ ƌĞƋƵŝƌĞĚ ĨŽƌ ƚŚĞ ĞůĞĐƚƌŝĐ ďƵƐ ĨůĞĞƚ͘ ϵϵ0 0 2025 2͕ϴϲ5 5ϳϴ 2020 41320 3͕443 ŚĂƌŐŝŶŐ ^ƚĂƚŝŽŶƐ ĨŽƌ ůĞĐƚƌŝĐ ƵƐĞƐ 2024 0 0 ϵ15 22ϴ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 zĞƐ 2020 &ĞĚĞƌĂů &ƵŶĚƐ KůŵƐƚĞĚ ŽƵŶƚLJ 1͕200 EŽůŽĂŶ > ^ĐŚŝůĚ 0 2ϵ 2022 105 Department: Division: Contact Person: Project Title: Location: Department Priority:Ward: Project Description: Anticipated Funding Source Total Current 6 Yrs Funding Request Row Total: Business Unit: Describe the status and timing details of secured or applied for grants or other non‐City funding sources: Have Grants for this Project been secured: Department Funding Request (in Thousands): Purpose & Justification: Capital Improvement Program dŽ ƉƌŽŵŽƚĞ Ă ĐŽŶŶĞĐƚŝǀĞ ŐƌĞĞŶǁĂLJ ƐLJƐƚĞŵ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ĚŽǁŶƚŽǁŶ ƚŚĂƚ ĞŶĐŽƵƌĂŐĞƐ ƉƌŝǀĂƚĞ ŝŶǀĞƐƚŵĞŶƚ ĂŶĚ ĞŶŚĂŶĐĞƐ ƚŚĞ ƋƵĂůŝƚLJ ŽĨ ůŝĨĞ ĨŽƌ ƌĞƐŝĚĞŶƚƐ͘ dŽ ĐƌĞĂƚĞ ĂŶ ĂƚƚƌĂĐƚŝŽŶ ƚŚĂƚ ǁŝůů ŚĞůƉ ĐĂƚĂůLJnjĞ ĂŶĚ ŽƌŐĂŶŝnjĞ ůĂŶĚ ƵƐĞ ĚĞǀĞůŽƉŵĞŶƚ͘ dŽ ĚĞĐƌĞĂƐĞ ƚŚĞ ŶƵŵďĞƌ ŽĨ ƐŝŶŐůĞ ŽĐĐƵƉĂŶĐLJ ǀĞŚŝĐůĞƐ ŶĞĞĚŝŶŐ ƚŽ ƚƌĂǀĞů ŝŶƚŽ ĚŽǁŶƚŽǁŶ͘ dŽ ĞŶŚĂŶĐĞ ƚŚĞ ƐĂĨĞƚLJ ŽĨ ďŝĐLJĐůŝƐƚ ĂŶĚ ƉĞĚĞƐƚƌŝĂŶƐ ŽŶ ĚŽǁŶƚŽǁŶ ĐŝƚLJ ƐƚƌĞĞƚƐ͘ ĞƐƚŝŶĂƚŝŽŶ DĞĚŝĐĂů ĞŶƚĞƌ ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 2023 0 23ϲ 0 00 2021 0 E 0 ƌĞĂƚĞ ĂŶ ƵƌďĂŶ ƚƌĂŝů ŶĞƚǁŽƌŬ ĐŽŵƉŽƐĞĚ ŽĨ ĚĞĚŝĐĂƚĞĚ ďŝŬĞ ůĂŶĞƐ ĂŶĚ ƉĞĚĞƐƚƌŝĂŶ ƉĂƚŚƐ ĂƌŽƵŶĚ ĚŽǁŶƚŽǁŶ͘ 5͕000 2025 5͕000 2020 41320 5͕000 ŝƚLJ >ŽŽƉ /ŵƉůĞŵĞŶƚĂƚŝŽŶ 2024 5͕0000 ŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝŽŶ 0 EŽƚ ƉƉůŝĐĂďůĞ 2020 ^ƚĂƚĞ D &ƵŶĚƐ 0 EŽůŽĂŶ > ^ĐŚŝůĚ 0 30 2022 106 Special Assessment Bonds = a Abatement District = ad Olmsted County = c Electric Utility = eu f fr Food & Beverage Tax = fb Local Gov't Aid = ga General Obligation Bonds = go Lodging Tax = lt ms os Operating Trfs-fr General Fund = ot Operating Trfs-fr Sewer Utility = ow Operating Trfs-fr General Fund = ox Private Funds = p Project Reserves = r rb Retained Earnings = re State Funds = s Sn/Sewer Availability Chg = sa Sales Tax DMC = sd State DMC Funds = sm st Storm Water Mgmt Chg = sw Tax Levy = t Traffic Improvement Dist Chg = td Tax Increments = ti Operating Trfs - fr Other Funds = to Water Availability Chg = wa wu Unfunded = u 2019 2002-2019 Sort Map #Project Description Proj #Total Budget CIP Bdgt Amts CIP Bdgt Amts 2020 Priority 2021 Priority 2022 Priority 2023 Priority 2024 Priority 2025 Priority 0 0 Administrative 1 1 Contributions to DMC Corporation for DMCC expenses. 8602 4,885,815 360,000 sd 3,166,815 sd 286,500 sd 286,500 sd 286,500 sd 286,500 sd 286,500 sd 286,500 sd 1 2 2 Contributions to DMC Corporation for EDA expenses. 8602 28,824,458 2,500,000 sd 13,403,576 sd 2,570,147 sd 2,570,147 sd 2,570,147 sd 2,570,147 sd 2,570,147 sd 2,570,147 sd 2 3 3 City Project Management expenses 8614 6,563,144 500,000 sd 1,250,000 sd 660,524 sd 660,524 sd 660,524 sd 660,524 sd 660,524 sd 660,524 sd 3 100,000 to 250,000 c 3 100,000 ow 562,500 to 3 100,000 os 212,500 ow 3 212,500 os 3 112,500 wu 3 4 4 City of Rochester Administrative costs for DMC project. 8601 1,600,000 150,000 sd 1,000,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 sd 4 5 5 Development Plan Update 1,500,000 1,000,000 sm 500,000 sm 5 5 4,617,171 3,617,171 3,617,171 3,617,171 3,617,171 4,117,171 5 6 Economic Redevelopment & Public Realm 6 6 Heart of the City (2016-2017 design development $600k; 2018-2022 design/construction $46.4m).8625 17,648,940 1,700,000 sm 697,465 sd 9,000,000 sm 6,000,000 sm 6 1,951,475 sm 6 7 7 Discovery Walk Design and Implementation 17,200,000 200,000 sd 2,800,000 sm 11,000,000 sm 3,000,000 sm 7 200,000 sm 7 8 8 Chateau Theatre Improvements 8613 10,826,802 1,400,000 sm 3,296,340 sm 100,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 sd 8 6,430,462 sd 8 500,000 p 8 9 9 Sales Tax DMC - Repayment of loan from Flood Control Reserves; 7 year repayment starting in 2018.8605 7,200,000 1,200,000 sd 2,400,000 sd 1,200,000 sd 1,200,000 sd 1,200,000 sd 1,200,000 sd 9 10 10 St Marys Place Public Realm Implementation 3,000,000 3,000,000 sm 10 13,100,000 18,300,000 7,300,000 1,300,000 100,000 100,000 10 11 Infrastructure 11 11 Replace / upsize sanitary sewer along west side of 3rd Ave SE and along 1st Ave; from 4th St S to 1st St N. Includes new siphon under Zumbro River. (Use project #J7825 to track costs, and #J8626 as the funding source).8626 11,000,000 2,500,000 sd 11 1,250,000 ow 2,500,000 ow 500,000 ow 11 1,250,000 sm 2,500,000 sm 3,000,000 sm 11 12 12 1st St NW Sanitary Sewer Diversion from 1st Avenue NW to Broadway 2,958,000 - 1,479,000 ow 12 1,479,000 sm 12 13 13 Reconstruct 6th/7th Ave NW/SW from 2nd Street SW to Cascade Creek; includes replacement of undersized sanitary sewer and storm sewer to create downtown capacity. 11,730,000 2,400,000 sm 750,000 sd 2,400,000 sm 13 250,000 sw 3,150,000 sm 1,500,000 ow 13 700,000 a 250,000 sw 1,500,000 os 13 700,000 a 1,480,000 ms 13 GO Revenue Bonds = Sales Tax 2013 = Water Utility = Destination Medical Center 2020-2025 Capital Improvements Program Schedule for Six Year Period Federal Funds = Flood Control Reserves = MN State Aid - Streets = Operating Trfs - fr Storm Water = 107 Special Assessment Bonds = a Abatement District = ad Olmsted County = c Electric Utility = eu f fr Food & Beverage Tax = fb Local Gov't Aid = ga General Obligation Bonds = go Lodging Tax = lt ms os Operating Trfs-fr General Fund = ot Operating Trfs-fr Sewer Utility = ow Operating Trfs-fr General Fund = ox Private Funds = p Project Reserves = r rb Retained Earnings = re State Funds = s Sn/Sewer Availability Chg = sa Sales Tax DMC = sd State DMC Funds = sm st Storm Water Mgmt Chg = sw Tax Levy = t Traffic Improvement Dist Chg = td Tax Increments = ti Operating Trfs - fr Other Funds = to Water Availability Chg = wa wu Unfunded = u 2019 2002-2019 Sort Map #Project Description Proj #Total Budget CIP Bdgt Amts CIP Bdgt Amts 2020 Priority 2021 Priority 2022 Priority 2023 Priority 2024 Priority 2025 Priority GO Revenue Bonds = Sales Tax 2013 = Water Utility = Destination Medical Center 2020-2025 Capital Improvements Program Schedule for Six Year Period Federal Funds = Flood Control Reserves = MN State Aid - Streets = Operating Trfs - fr Storm Water = 14 14 Reconstruct North Broadway Ave from Civic Center Drive to Zumbro River Bridge. Funds to be transferred from J2202 (TH63 turnback). 20,000,000 400,000 r 800,000 r 4,000,000 r 6,100,000 r 14 400,000 sm 800,000 sm 4,000,000 sm 14 1,600,000 ow 14 1,300,000 wu 14 1,400,000 a 14 15 15 SS1 12th & 13th Ave Sanitary and Storm Sewer Capacity Improvements from 2nd St SW to 2nd St NW. (Project is without subway tunnel option). 8,250,000 2,750,000 sd 3,825,000 sm 15 1,675,000 ow 15 16 16 Construct Sanitary Sewer Capacity Bypass on 2nd Street SE from Broadway to 1st Ave SE. 2,275,795 - 1,137,897 ow 16 1,137,898 sm 16 17 17 Construct sanitary sewer capacity bypass on 3rd Ave SW from 2nd St SW to 4th St SW 3,100,000 50,000 ow 1,500,000 ow 17 50,000 sm 1,500,000 sm 17 18 18 Reconstruct 2nd Street SW from 11th Ave to 16th Ave. FHWA Federal funds secured (2019). Project includes subway crossing of 2nd St SW. (60/40 Split between State and County respectively) 8,520,000 - 2,370,000 f 18 1,000,000 sm 18 1,500,000 a 18 275,000 to 18 150,000 wu 18 225,000 ow 18 2,050,000 ms 18 950,000 c 18 19 20 20 Transit Circulator Prototyping 250,000 250,000 sm 20 21 21 District Energy Evaluation & Implementation 100,000 100,000 sm 21 22 22 Smart City Implementation; Air Quality Monitoring 30,000 30,000 sm 22 22 25,335,795 23,078,000 - 100,000 3,000,000 4,500,000 23 Transit 23 23 St. Mary's transit station- 2019: Continued design and planning; 2020 -2021: Improvements coordinated with DMC and 2nd Street rebuild; 2020: Phase 4-3B Pedestrian tunnel; 2021: Phase 4-3B Transit Center. Does not reflect land acquisition cost. 12,220,000 74,000 to 50,000 c 700,000 c 23 96,000 r 200,000 f 2,800,000 f 6,480,000 f 23 200,000 f 1,620,000 sm 23 24 24 ITS Study Repayment 8,000,000 1,600,000 sd 1,600,000 sd 1,600,000 sd 1,600,000 sd 1,600,000 sd 1,600,000 sd 24 25 25 Phase I DMC Transit plan implementation 2019: 5 BRT-60' articulated electric buses at $1.3 million per unit plus charging infrastructure estimated at $1 million. Phase II - Purchase of 4 BRT -60' articulated electric buses. Local share- County sales tax 40% , State DMC funding 60%. Added solar panels on PWTOC for energy recovery in 2021. 13,700,000 1,500,000 c 1,500,000 c 1,040,000 c 200,000 c 25 6,000,000 f 6,000,000 f 4,160,000 f 800,000 f 25 26 26 Arrive Rochester Implementation 1,810,000 250,000 sd 250,000 sd 260,000 sd 260,000 sd 260,000 sd 260,000 sd 260,000 sd 260,000 sd 26 27 27 ITS Implementation: Circulator Route 98,620,000 3,872,000 c 7,592,000 c 16,756,000 c 11,000,000 c 10,090,000 c 27 27 30,720,000 f 11,000,000 f 7,590,000 f 27 28 28 ITS Implementation: Transit Villages 1 & 2 design & land acquisition. 8,000,000 - - 5,000,000 sm 3,000,000 sm 28 - - 29 29 2020-Provides for the EV Charging for electric buses. (Assumes garage expansion and office addition and wash completed in 2019.) Federal share shown in 2020 is an approved FTA LoNo grant. Expansion of charging shown in 2022 at 80% FTA funding. 9,263,200 2,500,000 s 2,500,000 s 110,000 c 240,000 c 228,000 c 29 3,320,000 st 3,320,000 st 990,000 f 960,000 f 915,200 f 29 30 30 City Loop Implementation 5,000,000 - sm 5,000,000 sm 30 108 Special Assessment Bonds = a Abatement District = ad Olmsted County = c Electric Utility = eu f fr Food & Beverage Tax = fb Local Gov't Aid = ga General Obligation Bonds = go Lodging Tax = lt ms os Operating Trfs-fr General Fund = ot Operating Trfs-fr Sewer Utility = ow Operating Trfs-fr General Fund = ox Private Funds = p Project Reserves = r rb Retained Earnings = re State Funds = s Sn/Sewer Availability Chg = sa Sales Tax DMC = sd State DMC Funds = sm st Storm Water Mgmt Chg = sw Tax Levy = t Traffic Improvement Dist Chg = td Tax Increments = ti Operating Trfs - fr Other Funds = to Water Availability Chg = wa wu Unfunded = u 2019 2002-2019 Sort Map #Project Description Proj #Total Budget CIP Bdgt Amts CIP Bdgt Amts 2020 Priority 2021 Priority 2022 Priority 2023 Priority 2024 Priority 2025 Priority GO Revenue Bonds = Sales Tax 2013 = Water Utility = Destination Medical Center 2020-2025 Capital Improvements Program Schedule for Six Year Period Federal Funds = Flood Control Reserves = MN State Aid - Streets = Operating Trfs - fr Storm Water = 30 17,282,000 18,152,000 58,579,200 28,860,000 17,940,000 260,000 30 Total Cost 328,576,154 29,930,000 68,086,133 60,334,966 63,147,171 69,496,371 33,877,171 24,657,171 8,977,171 Sources of Funds Target Target Target Target Target Target Special Assessment Bonds a 3,600,000 700,000 a 1,400,000 a 1,500,000 a - a - a - a Tax Abatements ad - - ad - ad - ad - ad - ad - ad DMC Transit Aid (State Funding and County Match)c 54,578,000 1,750,000 c 5,072,000 c 7,600,000 9,682,000 c 8,600,000 16,984,000 c 9,100,000 11,000,000 c 10,100,000 10,090,000 c 9,500,000 - c 10,500,000 Federal f 75,185,200 6,200,000 f 5,350,000 f 6,930,000 f 38,115,200 f 11,000,000 f 7,590,000 f - f Municipal State Aid for Streets ms 3,530,000 - ms 1,480,000 ms 2,050,000 ms - ms - ms - ms - ms Operating Transfer - fr Storm Water Utility os 1,712,500 212,500 os 1,500,000 os - os - os - os - os - os Operating Transfer - fr Sewer Utility ow 12,379,397 2,712,500 ow 4,737,897 ow 3,379,000 ow - ow 50,000 ow 1,500,000 ow - ow Private Funds p 500,000 500,000 p - p - p - p - p - p - p Project reserves r 10,996,000 896,000 r 4,000,000 r 6,100,000 r - r - r - r - r Sales Tax DMC sd 71,461,344 36,398,318 sd 6,777,171 sd 6,000,000 6,777,171 sd 6,000,000 6,777,171 sd 6,000,000 6,777,171 sd 6,000,000 3,977,171 sd 6,000,000 3,977,171 sd 6,000,000 State DMC Funds (GSIA)sm 81,589,713 11,897,815 sm 28,717,898 sm 18,500,000 26,304,000 sm 24,000,000 7,620,000 sm 29,500,000 5,050,000 sm 30,000,000 1,500,000 sm 30,000,000 500,000 sm 30,000,000 Storm Water Area Mgmt Charge sw 250,000 250,000 sw - sw - sw - sw - sw - sw - sw Tax Increment ti - - ti - ti - ti - ti - ti - ti - ti Operating Transfer - Other Funds to 911,500 636,500 to - to 275,000 to - to - to - to - to Water Utility wu 1,562,500 112,500 wu 1,300,000 wu 150,000 wu - wu - wu - wu - wu Total Sources of Funds 324,076,154 68,086,133 60,334,966 63,147,171 69,496,371 33,877,171 24,657,171 4,477,171 Unfunded Projects u 4,500,000 - - - - - - - 4,500,000 Total of NEW FUNDING requests 60,334,966 63,147,171 69,496,371 33,877,171 24,657,171 8,977,171 Total adjustments to prior years' funding authorizations - - - - - - Total Cost 60,334,966 63,147,171 69,496,371 33,877,171 24,657,171 8,977,171 109 2020 WORK PLAN: DMC EDA LEGISLATIVE RESPONSIBILITIES, OUTCOMES, AND GOALS Facilitate Private Investment Evaluate Development Proposals Implement Development Plan Transactional Services Community Outreach Programs Facilitate transactions Seek financial support Partner with others Administer planning to implement plan Marketing and Promotion Community and Public Relations Pursue other funding General Advisory Recommendations 2020 Outcome Strategic Priority Phase 2 (2025) Goal 2035 Goal XXX XX Create Integrated Transit Studies implementation monitoring system XXXX XXXXXXX Identify five Transit‐Oriented Development sites and partners X XXX X Evaluate suitability of autonomous vehicles as a transit option X X XX XXX Advance development of transit line XXXXXX Complete City Loop implementation and location plan XX XX XPromote additional mobility modes, including last‐mile & micro‐mobility options XXXXEstablish long‐term Arrive Rochester TMA governance strategy XXX XXX Increase Arrive Rochester TMA business and individual participation XXX XX XEvaluate MNDOT “lid” development process for potential project XXX X XX X X Facilitate/support Community and Education subdistrict development efforts XXX X XX X X Advance Saint Marys Place transit corridor and pedestrian planning XX XX Renovation of first phase of Heart of the City’s Peace Plaza significantly underway XX XX X Heart of the City property owners report minimal business disruption X X XXXXX Discovery Walk stakeholder group engaged and supportive of activities and outcomes X X XXXXX Discovery Walk design and construction documents completed, construction bids received XXX XX XDocument progress towards identified housing goal from 2019 affordable housing study; include targets for affordable, senior and student housing Housing Will identify metrics in 2019 housing study Show quantifiable improvements in the availability of housing in DMC District ‐ inclusive of housing type and affordability X X XXXX Undergrad and Mayo grad school students placed in DS businesses 100 interns placed annually in bio‐med‐tech businesses, with 10% transitioning into employment in Rochester Create 30,000 new jobs, including 3,230 in bio‐med‐tech X X XXXX Operationalize MBE/WBE program for all DMC projects Attain state MBE/WBE targets for SE MN Ensure compliance with specific requirements of the DMC Act XX XX X Affordable Discovery Square startup and bridge space available XXX XX Two Discovery Square design complete and construction underway XXX X XX X X Advance Downtown Waterfront redevelopment planning $1 billion+ of new private development underway XXXXXX XX One new private development project underway Five new private development projects underway XXX Benchmarking program includes 120 buildings Benchmarking program includes over 200 buildings. City Council is reviewing an energy disclosure policy. XXX Monitor progress towards DMC's greenhouse gas, energy and sustainability goals XXXX Provide 12 sustainability series in 2019 and lead in management of Earthfest celebration XXXXX Engage in at least 2 national conferences and 20 local and regional meetings Progress toward DMC and Rochester GHG, energy and sustainability goals across sectors (commercial, industrial, residential) Reduce energy consumption by 25% below 2012 levels by 2030; Reduce potable water consumption below 2012 levels by 2030; Reduce total waste generated by 30% below 2012 levels by 2030; Reduce drive alone mode share to 50% or less; Reduce DMC‐wide emissions per SF by 80% below 2005 levels by 2050 XXXXXXComplete 9 projects identified in Phase 1 of Strategic Energy Project Plan and evaluate two district energy possibilities in DMC District Reduce district‐wide energy consumption by 20% below 2010 levels by 2025 Reduce district‐wide energy consumption by 25% below 2010 levels by 2030 XX XX X Apply replicable health in design process for Discovery Walk America's City for Health Apply health in design process to 5 infrastructure projects Show quantifiable improvements in community health measures XXX XXX Comprehensive communications plan is used to on‐board and assimilate new Discovery Square‐based businesses Discovery Square organizations and their staff are integrated into the Rochester community Achieve highest quality patient, visitor, resident experience X X XXX X ATC2.0 completed in spring; ATC3.0 initiated in fall Assistive Technology Challenge (ATC) enables formation of 10 new ATC‐ related businesses, creating 25 new jobs towards the 5‐year goal of creating 510 Mayo and non‐Mayo new jobs in bio‐med‐tech X X XXX XX Apply for and secure grant funding to further the mission of the ATC Grant funding enables formation of 10 new ATC‐related businesses, creating 25 new jobs towards the 5‐year goal of creating 510 Mayo and non‐Mayo new jobs in bio‐med‐tech XXX X XXX Partner with other organizations to support entrepreneurial programming Programming supports the formation of 20 new startup companies and 100+ new jobs, towards the 5‐year goal of creating 510 Mayo and non‐Mayo new jobs in bio‐med‐tech XXX XXX New businesses operate in Discovery Square 200+ new jobs created by recruiting 20 new bio‐med‐tech businesses into Discovery Square, towards the 5‐year goal of creating 510 Mayo and non‐ Mayo new jobs in bio‐med‐tech XX XX Initiate integrated marketing campaign to targeted regional, national and international audiences, driving qualified traffic to dmc.mn and generating qualified leads XX XX Initiate comprehensive communications plan; secure two national media placements and a minimum of one national speaking engagement; showcase DMC model to a minimum of two regional audiences XXXX X X X Projects reviewed in a timely fashion XXXXXXXXXXXXX Five new development proposals introduced and approved XX XX X Retail strategy completion and initial implementation Retail strategy implemented throughout DMC district and downtown Rochester Retail developments active across all DMC subdistricts XXX X X X WMBE, Targeted Business Utilization, Prevailing Wage, American‐made Steel XX XXX Updated Development Plan XX XXX Sustain and grow community support for the DMC Development Plan XX XXX Create strategies, programs and services that support a world class destination and enhance the experience for patients, visitors, and residents Create 30,000 new jobs, including 3,230 in bio‐med‐tech More than $1 billion of new private development, consistent with development plan, underway $5.6 billion of private investment Ensure compliance with specific requirements of the DMC Act Achieve highest quality patient, visitor, resident experienceWill identify metrics in proposed experience master plan Develop 330,000 s.f. of Bio‐Med‐Tech space Develop 1.02M s.f. new bio‐med, health tech space $5.6 billion of private investment Reduce energy consumption by 25% below 2012 levels by 2030 Reduce DMC‐wide emissions per SF by 22% below 2005 levels by 2025 Transformative Projects Sustainability Business Development and Marketing Experience and Engagement Transportation Reduce drive‐alone mode share to 50% or less Common Ground $5.6 billion of private investment Achieve highest quality patient, visitor, resident experience Workforce $1 bilion+ of new private development underway Completion of Peace Plaza renovation Reduce drive‐alone mode share to 58% Discovery Walk construction completed, activiies take place regularly, new development is being considered 110 Destination Medical Center Economic Development Agency & City of Rochester DMC Project Management Team 2020 Workplan Updated: August 26, 2019 111 Table of Contents 1.EXECUTIVE SUMMARY 2.CITY OF ROCHESTER DMC PROJECT MANAGEMENT RESPONSIBILITIES 3.DMC EDA STATUTORY ROLE AND RESPONSIBILITIES 4.WORKPLAN OUTCOMES TO ACHIEVE 2020 STRATEGIC PRIORITIES AND DMC GOALS 5.OPERATING BUDGET 1.Executive Summary In 2020, the Destination Medical Center (“DMC”) initiative will focus on pursuing the strategic priorities endorsed by the Destination Medical Center Corporation Board of Directors and the City of Rochester Common Council in order to achieve the goals of the DMC initiative. 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”) and City of Rochester DMC project management team will continue to pursue the goals of the DMC initiative. DMC GOALS •Create a comprehensive strategic plan •Leverage the public investment to attract more than $5 billion in private investment •Create approximately 30,000 new jobs •Generate up to $8.0 billion in new net tax revenue over 35 years •Achieve the highest quality patient, companion, visitor, employee, and resident experience 2020 STRATEGIC PRIORITIES •Transportation •Common Ground •Housing •Workforce •Transformative Projects •Sustainability Additionally, the DMC EDA and City of Rochester DMC project management staff have incorporated significant business development, marketing, experience, and community engagement initiatives into the 2020 workplan in order to support these strategic priorities. The workplan outlines the objectives and defines the resources necessary to advance the 2020 DMC strategic priorities. 2.City of Rochester DMC Project Management Team Responsibilities In January 2019, the Destination Medical Center Corporation approved a proposal to assign new and existing DMC- related project management responsibilities to DMC-dedicated City of Rochester staff. The City of Rochester DMC Project Management team supports the DMC initiative in these areas: •WMBE and Targeted Business Outreach and Compliance •Subdistrict development •Transportation infrastructure and multi-modal transit •Housing •Experience •Grant development 112 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: •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 •Seeking financial support for the DMCC, the City, and projects •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 •Supporting and administering the planning and development activities required to implement the development plan •Developing and updating the criteria for evaluating and underwriting development proposals •Providing transactional services in connection with approved projects •Working with the corporation to acquire and facilitate the sale, lease, or other transactions involving land and real property •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 •Facilitating private investment through development of a comprehensive marketing program to global interests •Developing patient, visitor, and community outreach programs •Preparing and supporting the marketing and promotion of DMC •Preparing and implementing a program for community and public relations 113 4. Workplan To Achieve 2020 Strategic Priorities and DMC Goals STRATEGIC PRIORITY: TRANSPORTATION Create the integrated transportation infrastructure necessary to provide access to and through downtown Rochester and encourage additional opportunity for development and investment. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Reduce drive- alone mode share to 50% or less Reduce drive-alone mode share to 58% Create Integrated Transit Studies implementation monitoring system Identify five Transit-Oriented Development sites and partners Evaluate suitability of autonomous vehicles as a transit option Advance development of transit line Complete City Loop implementation and location plan Promote additional mobility modes, including last-mile & micro-mobility options Establish long-term Arrive Rochester TMA governance strategy Increase Arrive Rochester TMA business and individual participation STRATEGIC PRIORITY: COMMON GROUND Design and develop public spaces and amenities to incentivize additional private investment, create unique experiences, and increase downtown density. 2035 Goal Phase 2 (2025) Goal 2020 Outcome $5.6 billion of private investment $1 billion+ of new private development underway Facilitate/support Community and Education subdistrict development efforts Advance Saint Marys Place transit corridor and pedestrian experience planning Completion of Peace Plaza renovation Renovation of first phase of Heart of the City’s Peace Plaza significantly underway Heart of the City property owners report minimal business disruption Achieve highest quality patient, visitor, resident experience Discovery Walk construction completed, activities take place regularly, new development is being considered Discovery Walk stakeholder group engaged and supportive of activities and outcomes Discovery Walk design and construction documents completed, construction bids received STRATEGIC PRIORITY: HOUSING Contribute to a robust mix of housing infrastructure in the DMC District that creates density, sustains additional commercial and entertainment activity, develops a greater sense of community, and provides for our growing workforce. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Show quantifiable improvements in the availability of housing in DMC District - inclusive of housing type and affordability. Will identify metrics in 2019 housing study Document progress towards identified housing goal from 2019 affordable housing study; include targets for affordable, senior and student housing 114 STRATEGIC PRIORITY: WORKFORCE Contribute to our innovative workforce by supporting projects and programs that recruit and retain bio- med-tech students, employees, employers, and entrepreneurs and encourages the sustainable growth of our regional construction and building trades economy. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Create 30,000 new jobs, including 3,230 in bio-med-tech 100 interns placed annually in bio-med- tech businesses, with 10% transitioning into employment in Rochester Students placed in Discovery Square businesses Ensure compliance with specific requirements of the DMC Act Attain state MBE/WBE targets for SE MN Operationalize MBE/WBE program for all DMC projects STRATEGIC PRIORITY: TRANSFORMATIVE PROJECTS Pursue high-impact, market-changing development opportunities that advance the DMC Goals and Mission and maximally leverage DMC resources. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Develop 1.02M SF new bio-med, health tech space Develop 330,000 SF of Bio-Med-Tech space Affordable Discovery Square startup and bridge space available Two Discovery Square design complete and construction underway $5.6 billion of private investment $1 billion+ of new private development underway Advance Downtown Waterfront redevelopment planning Five new private development projects underway At least one new private development project underway STRATEGIC PRIORITY: AMERICA’S CITY FOR HEALTH Ensure that public infrastructure investment supports a more healthy community, citizenry, and built and natural environments. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Show quantifiable improvements in community health measures Apply health in design process to 5 infrastructure projects Apply replicable health in design process to Discovery Walk STRATEGIC PRIORITY: EXPERIENCE AND COMMUNITY ENGAGEMENT Achieve the highest quality patient, visitor, and community member experience both now and in the future. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Achieve highest quality patient, visitor, resident experience Will identify metrics in proposed experience master plan Sustain and grow community support for the DMC Development Plan Create strategies, programs and services that support a world class destination and enhance the experience for patients, visitors and residents 115 STRATEGIC PRIORITY: SUSTAINABILITY Foster the culture, best practices, and development processes necessary to create a more healthy, sustainable community that elevates Rochester as a market for investment, development, and workforce recruitment and retention. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Reduce energy consumption by 25% below 2012 levels by 2030 Benchmarking program includes over 200 buildings. City Council is reviewing an energy disclosure policy. Benchmarking program includes 120 buildings Reduce DMC-wide emissions per SF by 22% below 2005 levels by 2025 Create key metrics collection schedule to monitor progress towards DMC's greenhouse gas, energy and sustainability goals Provide 12 sustainability series in 2019 and lead in management of Earthfest celebration Reduce: • Energy consumption by 25% below 2012 levels by 2030 • Potable water consumption below 2012 levels by 2030 • Total waste generated by 30% below 2012 levels by 2030 • Drive alone mode share to 50% or less • DMC-wide emissions per SF by 80% below 2005 levels by 2050 Progress toward DMC and Rochester GHG, energy and sustainability goals across sectors (commercial, industrial, residential) Engage in up to 3 national conferences and 20 local and regional meetings to learn sustainability and energy use best practices Reduce district-wide energy consumption by 25% below 2010 levels by 2030 Reduce district-wide energy consumption by 20% below 2010 levels by 2025 Complete 9 projects identified in Phase 1 of Strategic Energy Project Plan and evaluate— and if applicable, advance—two district energy possibilities in DMC District Continued on next page 116 STRATEGIC PRIORITY: BUSINESS DEVELOPMENT AND MARKETING Execute business development and marketing activity to secure private investment, recruit and retain new businesses and entrepreneurs, develop our workforce, and achieve the goals of the DMC Development Plan. 2035 Goal Phase 2 (2025) Goal 2020 Outcome Achieve highest quality patient, visitor, resident experience Discovery Square organizations and their staff are integrated into the Rochester community Comprehensive communications plan is used to on-board and assimilate new Discovery Square-based businesses Create 30,000 new jobs, including 3,230 in bio-med-tech Assistive Technology Challenge (ATC) enables formation of 10 new ATC-related businesses, creating 25 new jobs towards the 5-year goal of creating 510 Mayo and non-Mayo new jobs in bio- med-tech ATC2.0 completed in spring; ATC3.0 initiated in fall Programming supports the formation of 20 new startup companies and 100+ new jobs, towards the 5-year goal of creating 510 Mayo and non- Mayo new jobs in bio-med-tech Partner with other organizations to support entrepreneurial programming 200+ new jobs created by recruiting 20 new bio- med-tech businesses into Discovery Square, towards the 5-year goal of creating 510 Mayo and non-Mayo new jobs in bio-med-tech New businesses operate in Discovery Square $5.6 billion of private investment More than $1 billion of new private development, consistent with development plan, underway Drive qualified traffic to dmc.mn and generate qualified leads by executing an integrated marketing campaign to targeted regional, national and international audiences Secure two national media placements and a minimum of one national speaking engagement and showcase the DMC model to a minimum of two regional audiences bby executing a comprehensive communications plan Five new development proposals introduced and approved Retail developments active across all DMC subdistricts Retail strategy implemented throughout DMC district and downtown Rochester Retail strategy completion and initial implementation Ensure compliance with specific requirements of the DMC Act WMBE, Targeted Business Utilization, Prevailing Wage, American-made Steel LEGISLATIVE REQUIREMENTS 2035 Goal Phase 2 (2025) Goal 2020 Outcome Ensure compliance with specific requirements of the DMC Act Update Development Plan 117 5.Operating Budget The budget, developed to achieve the strategic objectives identified in the workplan, has been prepared by DMC EDA and City of Rochester DMC Project Management teams with the advice of DMC Corporation and DMC EDA board members and City of Rochester elected and administrative leaders. •The 2020 DMC EDA funding request to the Destination Medical Center Corporation of $2,570,146, which represents a year-over-year decrease in funding of $1,259, or approximately 0.5%. •The 2020 DMC EDA funding contributed by Mayo Clinic towards the operational, project, and program expenses of the DMC EDA totals $1,313,742, which represents a year-over- year increase in funding of $38,338, or approximately 3%. •The 2020 City of Rochester DMC Project Management team funding request to the Destination Medical Center Corporation is $660,525. 118 2019 DMC Budget 2020 DMC Budget YOY DMC Funding Change ($) 2019 Mayo Clinic Funding 2020 Mayo Clinic Budget YOY Mayo Clinic Funding Change ($) 1 Payroll $766,566 $809,396 $42,830 $965,000 $998,775 $33,775 2 Benefits $136,047 $140,809 $4,762 $0 $0 3 Payroll Expenses $6,600 $6,831 $231 $0 $0 4 Transportation/Transit Subsidy $8,160 $8,446 $286 $0 $0 5 Reimbursements $14,000 $0 ‐$14,000 $0 $0 $931,373 $965,481 $34,108 $965,000 $998,775 $33,775 6 Rent and Utilities $1,320 $1,400 $80 $118,087 $122,695 $4,608 7 Equipment Rentals/Furniture $0 $0 $0 $0 $0 8 Office Supplies/Consumables $15,000 $20,000 $5,000 $0 $0 9 Room Rental $0 $0 $0 $0 $0 10 Postage, and Shipping $1,500 $1,500 $0 $0 $0 11 Website Drafting/Hosting $0 $18,310 $18,310 $0 $0 12 IT Hardware, Software and Support $26,300 $25,939 ‐$361 $0 $0 13 Miscellaneous Costs $2,460 $2,546 $86 $0 $0 $46,580 $69,695 $23,115 $118,087 $122,695 $4,608 14 Print & Collateral $46,000 $40,000 ‐$6,000 $0 $0 15 Outreach and Local Events $150,300 $107,000 ‐$43,300 $0 $0 16 Subscriptions and Memberships $2,750 $5,000 $2,250 $0 $0 17 Conferences, Meetings, Travel & Participation $72,500 $92,000 $19,500 $0 $0 18 Economic Development $589,239 $563,200 ‐$26,039 $193,545 $193,500 ‐$45 $860,789 $807,200 ‐$53,589 $193,545 $193,500 ‐$45 19 Legal Services $40,232 $45,000 $4,768 $0 $0 20 Website Management and CRM $29,500 $32,770 $3,270 $0 $0 21 Marketing Communications & Advertising $400,000 $435,000 $35,000 $0 $0 22 Public Relations/Community Relations $70,000 $65,000 ‐$5,000 $0 $0 23 Contracted Support Staff $115,000 $65,000 ‐$50,000 $0 $0 24 Financial Reporting Services$$25,432 $35,000 $9,568 $0 $0 $680,164 $677,770 ‐$2,394 $0 $0 $0 25 Insurance & Taxes $52,500 $50,000 ‐$2,500 $0 $0 26 Miscellaneous Costs / Contingency $0 $0 $0 $0 $0 Subtotal $52,500 $50,000 ‐$2,500 $0 $0 $0 TOTAL BUDGET $2,571,406 $2,570,147 ‐$1,259 $1,276,632 $1,314,970 $38,338 2020 DMC FUNDING $2,570,147 2020 MAYO CLINIC FUNDING $1,314,970 Subtotal Miscellaneous Costs Subtotal Economic Development Outreach & Support Subtotal Professional Services DMC EDA Staff Costs Subtotal DMC EDA Operational Costs 2020 DESTINATION MEDICAL CENTER ECONOMIC DEVELOPMENT AGENCY BUDGET 119 CITY OF ROCHESTER DMC PROJECT MANAGEMENT TEAM OPERATING BUDGET Budget Category 2020 DMCC-Funded Budget Staff Costs 1 Payroll and Benefits $580,808 Subtotal $580,808 Operational Costs 6 Professional Development $5,000 7 Travel $12,500 8 Office $3,900 9 Information Technology $42,416 10 Miscellaneous $15,900 Subtotal $79,737 TOTAL BUDGET $660,524 120 DMCC 2019 Budget Worksheet and Proposed 2020 Budget Proposed 2014 2015 2015 2016 2016 2017 2017 2018 2018 2019 2019 2020 Account Description Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual(7/2019)Budget DMC Corporation Revenues -5,416,447 -3,797,803 -3,602,320 -3,985,812 -2,288,340 -3,224,870 -2,471,264 -2,852,106 (2,581,654) 1,161,491 Interest Earned 6 (14) 6 Building Rent 3,173 21,232 25,000 18,907 25,000 32,558 35,000 24,050 35,000 21,836 35,000 Rents and Leases 3,173 21,232 25,000 18,907 25,000 32,558 35,000 24,050 35,000 21,836 35,000 Audit Services 0 2,839 3,000 3,000 3,000 2,897 3,000 3,000 3,000 3,150 3,500 Legal Consultants 455,165 400,000 324,144 400,000 217,195 350,000 172,584 250,000 160,503 225,000 71,929 (1)200,000 Accounting Consultants 0 50,000 1,144 1,500 1,000 1,500 1,800 1,500 1,050 2,000 2,000 Other Expert & Professnl Srvc 21,927 302,673 13,913 538,312 17,333 50,000 11,145 40,000 7,994 35,000 4,502 20,000 Expert & Professional Services 477,092 752,673 342,040 942,812 238,528 404,500 188,426 294,500 172,547 265,000 79,581 225,500 Travel and training 10,508 7,200 976 5,000 538 5,000 0 5,000 272 5,000 154 5,000 Business meal expenses 26,730 0 5,000 35 1,000 0 1,000 0 1,000 1,000 Travel/Training/Business Meals 10,508 33,930 976 10,000 573 6,000 0 6,000 272 6,000 154 6,000 Comprehensive Liability Ins 4,713 150,000 17,601 20,000 15,303 20,000 16,136 20,000 14,171 20,000 10,307 20,000 Insurance ‐ Misc others 30,600 Insurance and Bonds 4,713 180,600 17,601 20,000 15,303 20,000 16,136 20,000 14,171 20,000 10,307 20,000 Contractual Services Contractual Services Professional & Contracted Srvcs 495,486 967,203 381,850 997,812 273,311 455,500 237,120 355,500 211,040 326,000 111,878 286,500 Other Supplies 30,600 Supplies 30,600 Materials and Supplies 30,600 0 0 0 0 Interest 54 13 100 19 100 27 13 Other Charges 25 100 25 100 25 Other Charges 54 38 200 44 200 52 0 13 0 Expenditures 495,486 997,803 381,903 997,812 273,349 455,700 237,164 355,700 211,093 326,000 111,891 286,500 Other Financing Uses DMC EDA Corporation - Net Revs - Exps -4,920,961 -2,800,000 -3,220,416 -2,988,000 -2,014,991 -2,769,170 2,234,105 2,496,406 2,370,576 2,571,406 1,052,444 City Support Expenses 150,000 150,000 0 125,000 0 Total DMCC & EDA 2,471,269.43 2,852,106 2,581,668.57 2,897,406.00 1,164,334.65 286,500.00 (1) This amount reflects expenses from January - May, 2019. 1160166.xlsx 121 122 DMCC REQUEST FOR EXTENSION OF WORKING CAPITAL LOAN FOR 2020 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 August 31, 2019 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 2020. 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 $75,000.00 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: ________________, 2019 Authorized DMCC Representative 1159608.DOCX 123 EXHIBIT A: RECONCILIATION OF DMCC TRANCHE ADVANCES Through August 31, 2019 124 DMCC Bank Account Beginning Bank Balance DMCC Bank Charges Adjustments ‐ bank fees returned Adjustments ‐ change in amount Interest Earnings EDA Funding Requested Actual Funded Checks Difference Ending Bank Balance Reconciling Items Interest Bank Fees Net Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1,000.66 1,000.90 1,000.74 1,003.63 897.92 1,000.68 1,280.68 34,736.00 14,580.37 1,585.86 2,386.29 1,585.91 1,585.86 36,021.98 1,397.38 1,397.38 1,397.38 1,397.38 106.27 105.84 136.87 103.66 113.51 115.02 115.02 111.25 110.57 104.83 106.05 97.03 93.64 95.02 0.70 1.41 3.44 1.31 2.70 0.18 0.25 1.47 1.22 1.29 1.57 0.59 3.43 1.71 138,906.30 236,582.10 144,350.55 214,843.40 358,483.73 306,240.90 dr 204,219.28 92,628.84 106,689.06 182,088.35 296,913.99 63,437.97 271,056.42 255,272.98 139,012.11 236,686.37 144,486.87 214,840.04 358,697.30 306,635.74 cr 237,789.37 72,582.99 106,908.74 187,388.47 297,018.09 67,869.64 305,582.75 220,895.33 13,104.84 4,396.15 800.00 4,335.28 153.64 105.81 104.27 136.32 (3.36) 213.57 394.84 33,570.09 (20,045.85) (12,885.16) 903.97 (695.90) 96.39 34,526.33 (34,531.29) ‐ ‐ ‐ ‐ 1,000.90 1,000.74 1,003.63 897.92 1,000.68 1,280.68 34,736.00 14,580.37 1,585.86 2,386.29 1,585.91 1,585.86 36,021.98 1,397.38 1,397.38 1,397.38 1,397.38 1,397.38 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,000.90 1,000.74 1,003.63 897.92 1,000.68 1,280.68 34,736.00 14,580.37 1,585.86 2,386.29 1,585.91 1,585.86 36,021.98 1,397.38 1,397.38 1,397.38 1,397.38 1,397.38 1,000.90 1,000.74 1,003.63 897.92 1,000.68 1,280.68 34,736.00 14,580.37 1,585.86 2,386.29 1,585.91 1,585.86 36,021.98 1,397.38 (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) (0.00) 1,397.38 1,397.38 1,397.38 1,397.38 1,397.38 ‐305 dividend added to WT instead of subtracted ‐305 correctly enterering the dividened 93.64 July bank stmt fees for June 95.02 Aug bank stmt fees for July 976.04 20192018 EXHIBIT A DMCC Request for Extension of Working Capital Loan for 2020 125 126 EXHIBIT B: EDA REQUEST FOR EXTENSION OF THE WORKING CAPITAL LOAN FOR 2020 127 (;+,%,7% '0&&5HTXHVWIRU([WHQVLRQRI:RUNLQJ&DSLWDO/RDQIRU B-1128 B-2129 130 EXHIBIT A: RECONCILIATION OF EDA ADVANCES Through July 31, 2019 B-3131 DMC EDA Operating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 8/31/2018 Balance per Bank Add: Advance in transit for expense cleared bank or expenses not yet requested- Receivable Receivable BlueCross BlueShield Less: Advance for expenses not cleared: Outstanding check Outstanding check Outstanding check Outstanding check Outstanding check Outstanding check Misc CCC $ 42,946.23 $ 1,032.15 City - Payroll 8/10 $ 1,010.62 City -Payroll 8/24 $ 6,591.76 $ (360.59) $ {424.67) $ (106.78) $ (242.20) #5271 $ (99.19) $ (191.51) KB ER128 $ (155.82) remaining credit card credit Advance Total reconciled $ 50,000.00 (;+,%,7$ ('$5HTXHVWIRU([WHQVLRQRI:RUNLQJ&DSLWDO/RDQIRU B-132 DMC EDA Operating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 9/28/2018 Add: Balance per Bank Advance in transit for expense cleared bank or expenses not yet requested- Receivable Receivable Receivable Payroll 9/21 BlueCross BlueShield M itel Less: Advance for expenses not cleared: Outstanding check Credit card payment Credit card payment Misc CCC $ 12,321.96 $ 1,032.15 City -Payroll 8/10 $ 1,010.62 City- Payroll S/24 $ 1,032.15 City -Payroll 9/7 $ 110.00 $ 230.76 $ 7,026.56 $16,843.11 $ 2,694.96 $ 26,905.39 $ (3,934.57) Events payroll transfer 9/21 $ 6,593.31 9/21/2018 $ 568.90 9/17/2018 $ 47.00 min payment 9/24 $ 4,578.91 9/26/2018 $ (155.82) remaining credit card credit Advance Total reconciled $ 50,000.00 B-5133 DMCEDA Operating Account Reconclliatlon of Bank Balance to Advance Total Bank Balance Date: 111131/2018 Balance per Bank Add: Advance in transit for expense cleared bank or expenses not yet requested• Less: Receivable Transfer Payroll 10/19 Payroll 10/19 Pay roll 11/2 Credit card payment Credit card payment Credit card payment Checks cleared Cheeks cleared Cheeks cleared Checks cleared BlueCross BlueShield Mite! Advance for expenses not cleared: Misc CCC Amnce Total reconciled $ 110.00 $ 230.76 $ 7,010.56 $16,769.44 $ 2,790.50 $17,298.70 $ 1,040.17 City•payroU10/5 $ (2,804.37) Transfer from Events for TAR Credit card items not accepted $ 26,911.26 $ (3,934.57) Transfer from Events $ (4,020.68) Transfer from Events $ 5,000.00 10/12/2018 $ 86.00 10/2312018 minimum payment $ 834.87 10/30/2018 $ 650.00 #5296 $ 232.47 #5297 $ 1.422.13 #5298 $ 276.60 #5299 $ 6,593.31 10/23/2018 $ 569.93 10/16/2018 $ (155.82) remaining credit card credit $ 50,000.00 B-6134 aMJC EQA O~Brdl~ti~. ACC W1ft~. Recoeciliation of Bank Bafance to Advance Total Bank Ba€ance Date: 11/3tN1Ui8 8alanre per Hank $ iS,09S.20 ada: AdvartGe in transit tar expense cleared bank craxper a emtyet requested- ReCeivabhe $ 1,Q4Q_i7 City -payroll 4(I/5 Receivable $ 883.E City - payr~U tUl~9 Receivable $ 1,OQ~a.'17 City - payroll ~ 1!2 Receivable E 883.64 City-payroN 11/1fi Trarnsfer $ 12,804.37) Transfer Evan Evenfs 1'ex TAR Credit Card Hems n~k accepted FayaYde E' (23.39) CredR card -need to make a payment for this Payroll 11134 8 110.00 $ 2A5;76 $ 7,834.89 $ 97,752.50 $ 25,%43.15 CredR card payment S 1,146.13 1 1/27/2018 @WeCmss BlueSh'~ek!$ fZ.s93.3t 11/21/2Q18 Mltel S 569.93 11J1S12018 Less: Advance for ex~arse~ not cleared: Outstanding Check $ (176.76) #5342 AAisc GCC $ (155.&F) remains tx€d"it .ard credd Advance Total reconciled 60,000.00 B-7135 DNAC EDA Operat[ng Account RecotkE~iatl~ of Bank B~ance t~ Advanae'~atal Bank eal~nce Date: '[2!3112018 Add: 8818nC@ jle~ B9Ak l~dvance in transit for expense cleared bank or expenses not yet requesled- Receivable TCaftsief Payee PayrWi 1?J28 ~rnuit checks Mitel Less: Advance for axpens~es not ~le~redc GtBdit Card payrtx~tt Misc CCC Advance Total recanci~ed $ 28,9p3,03 $ 7,D45.17 City.-payrAli3?!14 $ X2.804.37) 7rartisfer from Events for TAR Credif card fteths not accepted $ (23.39) Credit card -need tQ make a payment for tFris $ 1tiQ:QU 745.78 $ 8,953.44 $16,837.84 $ 24;447.44 $ 164.38 1?121/2Q'!8 $ 568.93 17/17/2018 $ (2,1(1$.S7j 11/27/2018 ~ymeod, but cFeditc~n ~ccour~t $ f 185.82} remaining cre~d~ card credft S 5~,6Q0,04 B-8136 DMC EDA O perating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 1/31/2019 Less: Balance per Bank § 30,319.45 Add: Advance in transit for expense cleared bank or expenses not yet requested- Receivable $ 1,066.51 City-payrolll/11 Transfer $ (2,804.37) Transfer from Events for TAR Credit card items not accepted Payable $ (23.39) Credit card -need to make a payment for this BlueCross BlueShield $ (6,593.31) Requested the November charge twice Payroll l/25 $ 135.00 $ 245.76 $ 6,003.00 $ 2,876.26 $ 16,044.06 $ 27,304.08 BlueCross BlueShield $ 6,593.31 1/23/2019 M itel $ 569.89 1/16/2019 Advance for expenses not cleared Outstanding Check $ (974.40) Check #5317 Outstanding Check $ (444.23) Check #5316 Credit card payment $ (2,106.57) 12/27/2016 payment, but credit on account Credit card payment $ 26.00 Min payment 1!23/19 Credit card payment $ 114.28 1/28/2019 Credit card payment $ 2,374.92 1/26/2019 Credit card payment $ (5,266.35) req on TAR 1/11119 Misc CCC $ (155.82) remaining credit card credit Advance Total reconciled $ 50,000.00 B-9137 DMC EDA Operating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 2/28/2079 Add: Less: Balance per Bank Advance in transit for expense cleared bank or expenses not yet requested- Receivable Payroll 2/22 $ 135.00 $ 245.76 $ 7,998.10 $ 16,12321 $ 2,876.26 BlueCross BlueShield Mitel Advance for expenses not cleared: Credit Card Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Misc CCC $ 26,026.20 1,033.51 City -payroll 2/B $ 27,378.33 $ 569.89 2/26/2019 (23.39) Credit card -need to make a payment for this (2,106.57) 12/27/2016 payment, but credit on account 26.00 Min payment 1/23H9 1 1428 1 /28/2019 2,374.92 1/28/2019 (5,268.35) req on TAR 1/11119 31.00 Min payment 2/25119 (155.82) remaining credit card credit Advance Total reconciled b 50,000.00 B-10138 DMC EDA O perating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 3131/2019 Add: Balance per Bank $ 16,333.42 Advance in transit for expense cleared bank or expenses not yet requested- Receivable Receivable Receivable Payroll 3122 Less: BlueCross BlueShield Mitel Tar 3/21 Staples transfer Check 5329 Check 5330 Advance for expenses not cleared: 1,033.51 City -payroll 2/B 1,011.94 City -payroll 2/22 1,033.50 City -payroll 3l8 $ 135.00 $ 245.76 $ 7,981.74 $ 16,050.05 $ 2,876.26 $ 27,288.61 $ 6,593.31 3/21/2019 $ 569.89 3/15/2019 $ 657.54 $ 232.47 $ 263.63 Outstanding Check $(17.29) ER Cody check Credit Card $(23.39) Credit card -need to make a payment for this Credit card payment $(2,106.57) 12/27/2018 payment, but credit on account Credit card payment $26.00 Min payment 1/23/19 Credit card payment $114.28 1128/2019 Credit card payment $2,374.92 1/26/2019 Credit card payment $(5,266.35) req on TAR 1/11/19 Credit card payment $38.00 Min payment 3/25/19 Misc CCC $(155.62) remaining credit card credit Advance Total reconciled S 50,000.00 B-11139 DMC EDA O perating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 4130/2019 Balance per Bank $ 47,648.72 Add: Advance in transit for expense cleared bank or expenses not yet requested- Receivable $ 1,068.51 City -payroll 4/5 Receivable $ 1,011.93 City -payroll 4/19 Payroll BlueCross BlueShield $6,593.31 4/23/2019 M itel Less: Advance for expenses not cleared: Outstanding Check $(17.29) ER Cody check Outstanding Check $(99.75) Smith rent Outstanding Check $(752.56) Data smart Outstanding Check $(464.94) Arnold's Credit Card $(23.39) Credit card -need to make a payment for this Credit card payment $(2,106.57) 12/27/2018 payment, but credit on account Credit card payment $26.00 Min payment 1/23/19 Credit card payment $11428 1/28/2019 Credit card payment $2,374.92 1/28/2019 Credit card payment $(5,268.35) req on TAR 1/11/19 Credit card payment $51.00 min pmt 4.23 Misc CCC $(155.82) remaining credit card credit Advance Total reconciled $ 50,000.00 B-12140 DMC EDA Operating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 5/31/2019 Balance per Bank $ 34,903.16 Add: Advance in transit for expense cleared bank or expenses not yet requested- Receivable $ 1,068.51 City -payroll 4/5 Receivable $ 1,011.93 City -payroll 4/19 Receivable $ 1,032.15 City -payroll 5/3 Receivable $ 1,010.30 City -payroll 5/17 Payroll $ 135.00 $ 230.76 $ 6,627.15 $ 17,078.97 $ 26,071.88 BlueCross BlueShield $ 6,593.31 5/21/2019 Mitel Less: Advance for expenses not cleared: Outstanding Check $ (1729) ER Cody check Cash flow $ (15,000.00) transfer from Events for cash flow Credit Card $ (23.39) Credit card -need to make a payment for this Credit card payment $ (2,106.57) 12/27/2016 payment, but credit on account Credit card payment $ 26.00 Min payment 1/23!19 Credit card payment $ 114.28 1!28/2019 Credit card payment $ 2,374.92 1/26/2019 Credit card payment $ (5,268.35) req on TAR 1/11/19 Credit card payment $ 51.00 min pmt 4.23 Credit card payment $ 15.00 min pmt 5.23 Credit card payment $ (574.68) CC 4/4 Credit card payment $ (1,126.34) CC 5/8 Misc CCC $ (155.82) remaining credit card credit Advance Total reconciled $ 50,000.00 B-13141 DMC EDA O perating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 6130/2019 Balance per Bank Add: Advance in transit for expense cleared bank or expenses not yet requested- Receivable Receivable Receivable Receivable Receivable Receivable Payroll $ 135.00 $ 230.76 $ 7,949.44 $ 16,050.04 BlueCross BlueShield Mitel Less: Advance for expenses not cleared: Outstanding Check Credit Card Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Credit card payment Misc CCC Advance Total reconciled $ 17,369.60 $ 1,068.51 City -payroll 4/5 $ 1,011.93 City -payroll 4/19 $ 1,032.15 City -payroll 5/3 $ 1,010.30 City -payroll 5/17 $ 915.03 City -payroll 5/31 $ 1,031.83 City -payroll 6/14 $ 24,365.24 $ 6,593.31 6/21/2019 $ 569.32 6/18/2019 $ (17.29) ER Cody check $ (23.39) Credit card -need to make a payment for this $ (2,106.57) 12/27/2018 payment, but credit on account $ 26.00 Min payment 1/23/19 $ 114.28 1/28/2019 $ 2,374.92 1/28/2019 $ (5,268.35) req on TAR 1/11/19 $ 51.00 min pmt 423 $ 15.00 min pmt 5.23 $ 23.00 min pmt 6.24 $ (155.82) remaining credit card credit $ 50,000.00 B-14142 DMC EDA O perating Account Reconciliation of Bank Balance to Advance Total Bank Balance Date: 7131/2019 Add: Balance per Bank $ 20,207.34 Less: Advance in transit for expense cleared bank or expenses not yet requested- Receivable $1,066.83 City -payroll 7/12 Receivable $500.00 CC pmt -receivable from Events account Payroll $ 135.OD $ 230.76 $ 8,494.32 $ 16,516.63 $ 2,998.08 $28,374.99 BlueCross BlueShield $6,593.31 7/23/2019 M itel $571.96 7/16/2019 Advance for expenses not cleared: Outstanding Check $(17.29) ER Cody check Outstanding Check $(482.68) ER check Outstanding Check $(152.00) ER check O utstanding Check $(566.23) ER check Outstanding Check $(99.75) smith Outstanding Check $(776.08) data smart Outstanding Check $(232.47) arnolds Credit Card $(23.39) Credit card -need to make a payment for this Credit card payment $(2,106.57) 1 2127/2 0 1 8 payment, but credit on account Credit card payment $26.00 Min payment 1/23/19 Credit card payment $114.28 1/28/2019 Credit card payment $2,374.92 1/28/2019 Credit card payment $(5,268.35) req on TAR 1/11/19 Credit card payment $51.00 min pmt 4.23 Misc CCC $(155.82) remaining credit card credit Advance Total reconciled $ 50,000.00 B-15143 144 D. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ___-2019 Approving the 2020 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 2020, requesting that the Loan Documents be extended for 2020 in the amount of $75,000, 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 2020 in the amount of $1000, 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 2020 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 final approval of each of the capital 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 2020, and the DMCC Request for Extension of the Working Capital Loan for 2020, 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 2020 DMCC Funding Request, the Five Year Capital Plan, and the 145 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 2020 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. 1158037-3.DOCX 146 147 Heart of the City To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps 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: September 26, 2019 • Completion of “Business First” construction documents: November 1, 2019 • Project bidding: November – December 2019 • Project construction: 2020-2021 (projected to start in spring 2020, contingent on weather) • Business support strategies in place and operational Business First 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 First” 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. 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. 148 Chateau Theatre To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps: The contract for 5-year interim-operational use of the Chateau by Exhibits Design Group (EDG) was approved by the Rochester City Council THE 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. Background: 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 149 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 -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 150 Discovery Square To: DMCC Board of Directors From: DMC EDA Date: September 20, 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 later this year – includes both residential and retail space. o The Maven has occupied residential units even as construction is completed – includes both 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 Discovery Walk Stakeholder group is convening regularly, providing the DMC team with valuable insight and support. o Prototyping activities took place prior to the DMC Annual Meeting on Sept 19th, including a significant amount of survey feedback that is currently being analyzed. · Next steps o Launch design development work in 2020, aiming for 2021 construction. Working in Discovery Square · Recent activity: o Partnering with existing groups (Collider, RAEDI, Chamber of Commerce and more) to help more startup businesses launch in Discovery Square by growing the entrepreneurial programming ecosystem. 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. o Continue fielding and finding tenant opportunities for various spaces in the DS Sub- District o One Discovery Square tenants that have been announced: Mayo Clinic, UMR, Café Steam, Boston Scientific, Philips, and Wuxi Diagnostics. Letters of intent and lease consideration being pursued with several other tenants by Colliers. · Next steps o Launch planning for 2019 AT Challenge 2.0 with regional strategic collaborators. o Develop programming to get new Discovery Square businesses integrated into the community. 151 o Develop a plan for bridge space into which businesses can move between the openings of One Discovery Square and Two Discovery Square o Consider low cost space for startup companies; the 2020 DMC EDA operating budget includes space funding 152 Affordable Housing To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps: Strategy Development Current Progress and Future Needs: DMC EDA has been working with the County, City and Rochester Area Foundation to identify the progress and needs for affordable housing in Rochester. These groups have requested a scope of work from Maxfield to update the findings from the 2014 Affordable Housing needs report to better understand the impact of new affordable and workforce housing units, and the role of smaller housing options like triplexes and quadplexes on the market. The updated report would include a recommendation for a target number of affordable and workforce housing units across the City, including the DMC District. Parcel Analysis: DMC EDA worked with Visible City in early 2019 to identify DMC District parcels with access to a range of community services that would provide for a successful affordable housing development. Visible City analyzed distances from parcels in the DMC District to schools, grocery stores, childcare facilities, transit stops, bikeways, trails, and parks to develop a “heat map” that identified promising development areas. Community Outreach: DMC EDA continues to work with community groups to develop DMC specific goals and strategies. These include participation with the Rochester Housing Coalition and, since May, meeting with three local faith communities interested in developing affordable housing. Project Development Attract and Recruit Developers · February 2019: Hosted affordable housing developer Commonbond to discuss the affordable housing opportunities. · April 2019: Hosted a Real Estate Summit in Rochester attended by nearly 300 developers, real estate businesses and other interested parties. A portion of the agenda was devoted to Rochester affordable housing needs. City Property Opportunities: 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, the City, County, DMC EDA interviewed two potential developers who responded to the RFP. On September 4, the Rochester City Council selected Commonbond to develop the mixed income housing project above the parking garage. Commonbond is a prevalent affordable housing developer based in the Twin Cities. The Commonbond proposal includes a mixed income approach providing a range of rent opportunities beyond the 55-60% AMI target largely provided by other projects, as well as support services for tenants. 153 Coordination with other development activities: DMC EDA and City are ensuring that affordable housing activities are coordinated with the ongoing public realm and transportation projects. This includes the integration of affordable and workforce housing opportunities as part of the transit village developments, and along the circulator path at redevelopment sites. Further, the City of Rochester was awarded a grant to study Transit-Oriented Development (TOD) opportunities associated with the construction of the Circulator. SOM has been selected to assist with this study, the focus of which is to understand the market opportunities in Rochester and recommend a development, public realm, and branding strategy along the path of the Circulator with a focus on community engagement in order to ensure the final product meets the needs of the adjacent communities. At the September 26 board meeting, the DMC EDA will present an update on its 2019 housing workplan activities. Background: In August 2018, DMCC approved a workplan focused on addressing affordable housing needs for the DMC project. Its components included the following: Objective A: Strategy Development · Evaluate the current progress and needs for affordable housing in Rochester · Identify parcels 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. · Confirm the statutory opportunities available to the DMC for affordable housing development · Identify and leverage community partner support in strategy development · Continue to engage in community groups and activities related to a workforce housing strategy · Develop goals for units of affordable and senior housing and share publicly in order to clearly outline expectations · Using data, partnerships and goals, create an affordable housing and senior housing strategy for the DMC project Objective B: Project Development · Attract and recruit affordable housing developers to DMC District and Rochester market · Partner with the City to evaluate opportunities for property within the DMC District · Coordinate activity with other priorities and plans including the public realm projects and transportation planning · Identify and leverage public and private partner support in project execution 154 DMC Development Plan Five-Year Update To: DMCC Board of Directors From: DMC EDA Date: September 20, 2019 Update & Next Steps In accordance with the DMC Act, the DMC EDA is planning to propose updates to the DMC Development Plan in 2020. In November 2019, the DMC EDA will recommend a proposed plan update scope, budget, and timeline to the DMC Corp. board. Timeline · September 2019: DMC EDA presents draft table of contents of updated DMC Development Plan; DMCC board considers 2020 DMC Funding Request, including CIP funding for development plan update · October 2019: DMC EDA aligns proposed development plan update with timeline and budget resources · November 2019: DMC EDA presents proposed scope, budget and timeline to DMCC board DMC EDA and City staff also evaluating the opportunities to create efficiencies in the update process by aligning ongoing planning efforts, including USDOT BUILD Grant TOD planning. Background The DMC Development Plan update 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 2019: Group interviews with economic development stakeholders (City, County, RAEDI, Mayo Clinic, Rochester Downtown Alliance, Rochester Area Builders, Rochester Area Chamber of Commerce) · August 2019: Proposed new development plan table of contents shared with DMC EDA staff · September 2019: Update to DMC EDA board, DMC TIP team 155 156 DEVELOPMENT PLAN - Revision 1 (2020-2025 Plan) Destination Medical Center DRAFT - 9/16/2019 VOLUME I VISION FOR AMERICA’S CITY FOR HEALTH Section 1.0 Context 1 Statement of Purpose 1.1 DMC’s History 1.2 Project Mission Statement, Goals & Objectives 1.2.1 Mission Statement 1.2.2 Statement of Goals & Objectives 1.2.3 User Experience Goals 1.2.3.1 Resident Experience 1.2.3.2 Commuter Experience 1.2.3.3 Business Experience 1.2.3.4 Patient Experience 1.2.3.5 Visitor Experience 1.2.4 Guiding Principles of Development Plan 1.3 City, Regional and State context 1.3.1 Rochester – Planning 2 Succeed 1.3.2 Olmsted County – Community Health Survey 1.3.3 SE Minnesota Economic Study 1.3.4 State of Minnesota Priorities 1.4 Healthcare Context 1.4.1 Global Healthcare Industry Trends 1.4.2 Rochester & Mayo 1.4.3 Mayo Strategic Plan 1.5 Market Context & Program Statement 1.5.1 Market Summary 1.5.2 Program Statement Section 2.0 Vision & Overview 2.1 Summary of Master Plan & Development Districts 2.1.1 DMC Vision 2.1.2 Strategic Priorities 2.2.2 Summary of Sub-Districts 2.2 Overview of the DMC Financial Framework 2.3 Evaluation Criteria for Projects 2.4 Policy Considerations Section 3.0 Benchmarking Phase I 3.1 Metrics, Measurements & On-Going Reporting 3.1.1 Historic Measures – Phase I 3.1.2 Introducing New Measures of Evaluation 3.2 Capital Investment Plan 3.2.1 Sources of Funds (Phase I) 3.2.2 Uses of Funds (Phase I) 3.3 Evaluation Criteria for Projects 3.4 Ongoing Dashboard Section 4.0 Executive Summary - Financial Projections for Phase II 4.1 Capital Investment Plan 4.1.1 Estimated Sources of Funds (Phase II) 4.1.2 Estimated Uses of Funds (Phase II) 4.1.3 Operating, Program & Activation Considerations 4.2 Implementation Plan – DMC-CIP/Finance Plan 4.3 State Statute Requirements 4.3.1 Requirement #1: Provide an Outline for the Development of the DMC 4.3.2 Requirement #2: Maximization of Opportunity for Private Enterprise 4.3.3 Requirement #3: Conformance and/or Consistency with Plans 157 4.3.4 Requirement #4: Strategic Planning Documents 4.3.5 Requirement #5: City Approval of Plan VOLUME II PLANNING DOCUMENTS Section 5.0 Master Plan 5.1 Executive Summary 5.2 General Limiting Conditions 5.3 Introduction 5.4 Demographics 5.4.1 Historic Population 5.4.2 Population & Household Projections 5.5 Labor Force 5.5.1 Historic Employment in Olmsted County 5.5.2 Shift Share Analysis 5.5.3 Living & Working Downtown 5.5.4 Employment in Rochester 5.5.5 Employment Projections 5.5.6 Median Household Income 5.5.7 Labor Force Challenges 5.5.8 The Science Gap 5.6 Regional & Area Analysis 5.6.1 Regional Map & Overview 5.6.2 Existing Roadways/Access/Connections 5.6.3 Existing Conditions/Land & Use 5.6.4 Summary of City Land & Use Policies/Regulations 5.6.5 Overview of Previous Studies & History 5.7 DMC Core Areas – Economic Opportunities Analysis 5.7.1 Health & Wellness 5.7.2 Commercial, Technology & Research 5.7.3 Art & Culture 5.7.4 Hotel & Hospitality 5.7.5 Retail, Dining, & Entertainment 5.7.6 Housing 5.7.7 Learning Environment 5.7.8 Sports & Recreation 5.7.9 Livable City 5.8 Key Places 5.8.1 Heart of the City 5.8.1.1 Principles 5.8.1.2 Key Places 5.8.1.3 Program (program plan, massing, & aerial) 5.8.1.4 Status + 2025 Goals 5.8.2 Discovery Square 5.8.2.1 Principles 5.8.2.2 Key Places 5.8.2.3 Program (program plan, massing, & aerial) 5.8.2.4 Status + 2025 Goals 5.8.3 Downtown Riverfront 5.8.3.1 Principles 5.8.3.2 Key Places 5.8.3.3 Program (program plan, massing, & aerial) 5.8.3.4 Status + 2025 Goals 5.8.4 Central Station 5.8.4.1 Principles 5.8.4.2 Key Places 5.8.4.3 Program (program plan, massing, & aerial) 5.8.4.4 Status + 2025 Goals 5.8.5 St. Mary’s Place 5.8.5.1 Principles 5.8.5.2 Key Places 158 5.8.5.3 Program (program plan, massing, & aerial) 5.8.5.4 Status + 2025 Goals 5.8.6 UMR/Recreation 5.8.6.1 Principles 5.8.6.2 Key Places 5.8.6.3 Program (illustrative site plan & program plan) 5.8.1.4 Status + 2025 Goals 5.9 DMC Innovation Areas – Economic Opportunities Analysis 5.9.1 Data / Smart City Strategy 5.9.2 Future of Retail Strategy 5.9.3 Entrepreneur + Small Business Strategy 5.9.4 Life Science Strategy 5.9.5 Resilient City Strategy (includes health, climate and housing affordability) 5.10 Development & Planning Case Studies 5.10.1 Sidewalk Labs (Toronto) 5.10.2 Memphis 3.0 5.10.3 TBD 5.10.4 TBD Section 6.0 Mobility 6.1 Executive Summary 6.2 General Limiting Conditions 6.3 Context 6.3.1 Existing Conditions 6.3.1.1 Pedestrian Experience (Street/Subway/Skyway) 6.3.1.2.Biking Experience 6.3.1.3 Driving + Parking Experience 6.3.2.4 Public Transit Experience 6.3.1 Why were Integrated Transit Studies Completed? 6.3.2 From a Vision to Implementable Projects 6.3.3 Project Design Criteria 6.3.4 Integrated Transit Studies Scope + others 6.4 Preferred Solutions 6.4.1 Land Use and Development Character 6.4.2 Understanding Transportation Markets 6.4.3 Preferred Solutions and Strategies 6.5 Process for Deriving Solutions and Strategies 6.5.1 Existing Conditions in Downtown 6.5.2 Anticipating and Planning for Growth 6.5.3 Assessment of Previous Downtown Plans 6.5.4 ITS Hybrid Scenario 6.6 Strategy for Future Mobility 6.6.1 Health & Wellness 6.6.2 Commercial, Technology & Research 6.6.3 Equity & Mobility 6.6.4 Community & Communications Strategy Section 7.0 Public Realm 7.1 Executive Summary 7.2 General Limiting Conditions 7.3 Context 7.3.1 Why do we care about the Public Realm? 7.3.2 From a Vision to Implementable Projects 7.4 Existing Parks & Open Space 7.4.1 Open Space Network 7.4.2 Parks & Open Spaces Design Criteria 7.4.2 Skyway/Subway System 7.4.3 Public Art 7.5 Historic District & Preservation Planning 7.5.1 Planning Criteria 7.5.2 Inventory of Historic Landmarks, Districts & Assets 7.6 Guidelines and Standards 159 7.6.1 DMC Design Guidelines (pertinent sections) 7.6.2 Prototyping 7.6.3 Preferred Solutions and Strategies 7.7 Process for Community Engagement & Programming 7.7.1 Existing Social Ecosystem 7.7.2 Goals to Grow Ecosystem 7.7.3 Experience Master Plan 7.8 Strategy for the Future of the Public Realm 7.8.1 Health & Wellness 7.8.2 Commercial, Technology & Research 7.8.3 Arts & Culture 7.8.4 Equity 7.8.5 Community & Communications Strategy Section 8.0 Utility Infrastructure, Sustainability & Resiliency 8.1 Introduction ¬2YHUYLHZRIWKH0DVWHU3ODQ3XUSRVH 6WUDWHJ\ 8.1.2 Environmental Targets ¬3ODQQLQJ3ULQFLSOHV 8.2 Summary of Existing Conditions ¬,QWURGXFWLRQ ¬6XEVXUIDFH&RQGLWLRQV ¬)ORRG=RQHV 8.3 Sustainability Framework Overview 8.3.1 Health 8.3.2 Energy 8.3.3 Materials + Waste 8.3.4 Water 8.3.5 Place 8.3.6 Equity 8.3.7 Implentation Strategy 8.4 Public Utilities ¬([LVWLQJ&RQGLWLRQV ¬3URMHFW'HVLJQ&ULWHULD ¬&RRUGLQDWLRQZLWK7UDQVSRUWDWLRQ3ODQ6XVWDLQDELOLW\ &LW\3ODQV ¬5HFRPPHQGHG3KDVLQJ,PSURYHPHQWV6WUDWHJLHV 8.5 Parcel Development ¬([LVWLQJ&RQGLWLRQV ¬3URMHFW'HVLJQ&ULWHULD ¬&RRUGLQDWLRQZLWK7UDQVSRUWDWLRQ3ODQ6XVWDLQDELOLW\ &LW\3ODQV ¬5HFRPPHQGHG3KDVLQJ,PSURYHPHQWV6WUDWHJLHV 8.8 Technology Improvements ¬2YHUYLHZRI6WUDWHJLHV ,PSURYHPHQWV ¬%XGJHW(VWLPDWH &XUUHQW<HDU VOLUME III IMPLEMENTATION Section 9.0 Finance Plan (Long-Term Framework) 9.1 DMC Funding Model 9.2 Roles & Responsibilities of the Parties ¬¬¬¬¬¬¬*RYHUQDQFH )LQDQFH ¬¬¬¬¬¬¬3URMHFW,PSOHPHQWDWLRQ 9.3 Finance Plan (Long-Term) ¬¬¬¬¬¬¬*HQHUDO,QIUDVWUXFWXUH3URMHFWV ¬¬¬¬¬¬¬.H\$VVXPSWLRQV²8VHVRI)XQGV ¬¬¬¬¬¬¬6XPPDU\$VVXPSWLRQV²8VHVRI)XQGV 3XEOLF,QIUDVWUXFWXUH3URMHFWV 9.4 6WUDWHJLF:RUN3ODQ3ULRULWLHV*RDOV 2EMHFWLYHV²1H[W<HDUV WR 9.5 Strategic Challenges, Risks & Considerations 9.6 Outline of Potential Additive/Targeted Sources of Funds 9.7 Economic & Fiscal Impact Report ¬¬¬¬¬¬¬3URMHFW2YHUYLHZ 160 ¬¬¬¬¬¬¬*HQHUDO/LPLWLQJ&RQGLWLRQV ¬¬¬¬¬¬¬0HWKRGRORJ\ ¬¬¬¬¬¬¬%DVHOLQH$QDO\VLVYV$FWXDOVIRU ¬¬¬¬¬¬¬6RXUFHVRI3RWHQWLDO(FRQRPLF )LVFDO,PSDFWV ¬(VWLPDWHG&RQVWUXFWLRQ&RVWVWR%XLOGWKH3URSRVHG'0& ¬(VWLPDWHG2SHUDWLRQVDW3URSRVHG'0&%XVLQHVVHV 2UJDQL]DWLRQV ¬¬¬¬¬¬¬3RWHQWLDO(FRQRPLF,PSDFWVRI'0& ¬¬¬¬¬¬¬3RWHQWLDO)LVFDO,PSDFWVRI'0& ¬&LW\RI5RFKHVWHU ¬2OPVWHG&RXQW\ ¬6WDWHRI0LQQHVRWD 9.7.8 Fiscal Analysis of City of Rochester’s General Fund with Proposed DMC ¬0HWKRGRORJ\ ¬5HYHQXH3URMHFWLRQV ¬([SHQGLWXUH3URMHFWLRQV ¬1HW)LVFDO,PSDFWRI3URSRVHG'0&RQ&LW\RI5RFKHVWHU·V*HQHUDO)XQG Section 10.0 DMC Business Development Implementation Plan 10.1 Business Development Overview & Goals 10.1.1 The Bio-Med-Tech Strategy 10.1.2 Summary of Strategic Priorities 10.2 Community Engagement/Co-creation Plan 10.2.1 Community Building Principles 10.2.2 Strategic Work Plan, Priorities, Goals & Objectives – Phase II 10.2.3 Strategic Challenges, Risks & Considerations 10.2.4 Strategic Partnerships 10.3 Marketing & Communications Implementation Plan 10.3.1 Community Outreach Principles 10.3.2 Strategic Work Plan, Priorities, Goals & Objectives – Phase II 10.3.3 Strategic Challenges, Risks & Considerations 10.3.4 Strategic Partnerships 10.4 DMC Operations Implementation Plan '0&&RQVROLGDWHG2SHUDWLQJ%XGJHW3URSRVHG<HDU3URMHFWHG 10.4.2 DMCC Operations Summary DMCC Organizational Structure '0&&2SHUDWLRQV%XGJHW<HDU3URMHFWHG 10.4.3 City Operations Summary City Organizational Structure &LW\2SHUDWLRQV%XGJHW<HDU3URMHFWHG 10.4.4 EDA Operations Summary EDA Organizational Structure EDA Staffing Plan ('$2SHUDWLRQV%XGJHW<HDU3URMHFWHG VOLUME IV APPENDICES Will include a number of documents issed between 2015-2019 161 162 I am pleased to provide you with the Destination Medical Center Economic Development Agency August 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 August 2019 Heart of the City Alley Activation August 15, 2019 163 '0&'HYHORSPHQW3URMHFWVLQWKH'LVWULFW 1164 '0&'HYHORSPHQW3URMHFW0DS 2165 Finance Economic Development •Continuing to explore opportunities for various tax credit programs for use in the DMC district, including New Market Tax Credits and Low-Income Housing Tax Credits (LIHTC). •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 that have created opportunity zone funds and are interested in learning more about the potential in the DMC District. •Annual audit is being completed. Audit Committee will review and present at September 5, 2019 DMC EDA Board Meeting. •Various funding sources are currently being explored. Sustainability August 2019 Updates 3 •Titan Hilton Hotel- Was completed spring 2019. The restaurant and hotel opened in April 2019. •Berkman Apartments- Anticipated completion early summer 2020. •Urban on First - Completed summer 2019. •One Discovery Square- Building open with a planned Community Celebration in September, 2019. •Wells Fargo Renovation- Construction is underway and work continues on public realm integrated with Heart of the City design. •Hotel Indigo- Anticipated completion fall 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 October, 2019. •The transportation plans continue to progress. The City of Rochester and DMC EDA provided updates at the DMC Corporation board meeting in May that focused on the transit route, mode criteria and the agreement framework on transit villages. The DMC Corporation board will review the following in September 2019: route and mode of the transit line phasing plan and MOU with Mayo Clinic and Olmsted County. •The Heart of the City public realm design team is currently under contract for the design development phase. The areas of focus include: Schematic design reconciliation; defining public art process; integrating design with Ryan Companies; developing prototyping scenarios. The final design plan was presented in May 2019 and approved by the DMC Corporation board and City Council. •Discovery Walk public realm design will continue to move forward using the Heart of the City concepts south to Soldiers Field. The schematic design was completed and next steps include: 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 will be explored and feedback will be collected on September 19th at the Discovery Walk Experience. •Energy Integration Committee – The EIC has generated a Project Plan for the group to implement over the next six years. This project plan focuses on project implementation in 21 key areas across organizations on a voluntary basis over the next six years to realize the goals of the DMC Plan and the City of Rochester. DMCC reviewed and supported this plan. The EIC continues to work on the projects identified in the plan including benchmarking, electric vehicle fleets and 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. Throughout the spring, a range of government and private businesses participated by submitting their building energy data and sharing it publicly. 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 August, DMC hosted a presentation by HGA Architects on strategies to build a high performance building on a budget. Approximately 30 people attended the presentation. DMC funded project updates: 166 Traffic to DMC.MN: •August traffic showed 12.2K visits and 19.9K pageviews. •Discovery Square, Investors & Developers, Home page, maps and what is DMC? were the top pages visited. •Top 5 states: Minnesota, Virginia, Illinois, New York, Maryland •Top 5 cities outside of Rochester: Richmond, Minneapolis, Roanoke, New York, Chicago Social Media: Marketing & Communications •Attended the following events: Investors & Innovators Forum, Site visit to Twin Cities to tour BRT, Chamber summer event, Digital Marketing Summit, Chamber Community Matters, Chateau Open House and Ribbon Cutting. •Provided DMC updates to the following groups: SW Neighborhood group, •Visited by representatives from the Chinese Consulate of Chicago. •Hosted Mayo Clinic Public Affairs and provided a One Discovery Square tour. •Hosted Heart of the City Alley Activation Day and an Art + Design in Public Space Series. •Co-hosted with the City of Rochester to Celebrate the completion of 4th Street redesign and construction. •The development of the Rochester App (created in partnership with DMC, Mayo Clinic, and Experience Rochester) has now been approved by Apple and the development team is waiting for final approval from Android. The first version of the app is set to be released in late Q3 2019 with a final version later in Q4. Community Engagement Experience 4 Newsletter: •Two newsletters were delivered to 3314 subscribers in August. The average open rate was 32.9% (industry average: 21.8%) and the average click rate was 8.25% (industry average: 2.2%). August 2019 Updates DMC Marketing Campaign: •August Paid Search (Google and Bing): 35,332 impressions; 755 clicks and average click through rate of 2.27% (benchmark is 1.31%) •Highest engaged regions: Nebraska, Ohio, Colorado, Michigan, North Carolina •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 with gains on Facebook (+32), Twitter (+20) & LinkedIn (+51) Blog: •Six blogs were published in August Media News Stories: •132 DMC-related stories published in the media and 205 social media mentions Highlights: New Business Inside One Discovery Square Defining Duluth's Vision for the Medical District 5 Things to Know About the City's Agreement with the New Chateau Operator Rochester Council Approves TIF, Construction Contract and Chateau Agreement 167 168 TO: Jim Bier, Treasurer Kathleen Lamb, Attorney FR: Dale Martinson, Assistant Treasurer Date: September 18, 2019 RE: August 2019 Budget Summary The attached financial summary through August of 2019 reflects total year‐to‐date DMCC operating expenditures of $1,348,547 of the approved 2019 budget plus carryover encumbrances totaling $3,028,852. The remaining amount unspent represents 54% 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 $4,573,018 has been spent on these projects so far in 2019. Total life‐to‐date expenditures on these projects is $36.7 million. Please feel free to contact me with any questions or concerns. 169 Destination Medical Center Corporation Financial Budget Summary April 2019 2019 Approved Curent Month August 2019 Amount Percent Approved Budget August 2019 Year To Date Remaining Remaining General Administrative Expenses 41,200 26 22,029 19,171 47% Professional Services 265,000 94 79,674 185,326 70% Insurance and Bonds 20,000 10,307 9,694 48% City Support Expenses ‐ ‐ ‐ Subtotal DMCC 326,200 120 112,010 214,191 66% Third Party Costs ‐ DMC EDA ** Payroll, Staff, Administration & Benefits‐EDA 902,613 58,068 447,648 454,965 50% Operating Expenses 28,760 13,223 97,699 (68,939) ‐240% Operational Costs ‐ Contracted 46,580 1,429 7,397 39,183 84% Economic Development Outreach & Support 860,789 96,475 211,932 648,857 75% Professional Services 680,164 51,361 336,370 343,794 51% Miscellaneous Expenses 52,500 ‐ 45,862 6,638 13% Subtotal EDA 2,571,406 220,556 1,146,908 1,424,498 55% Total DMCC 2018 2,897,606 220,676 1,258,917 1,638,689 57% 2018 Budget Carryover ‐ Encumbered Funds for EDA Contracts 131,246 ‐ 125,630 5,616 4% Totals for 2019 Including Encumbrance 3,028,852 220,676 1,384,547 1,644,305 54% Note: An additional MAP request of $76,493 has been submitted in Sept for August EDA Activity DMCC Working Capital Note 1,000 EDA Working Capital Note 50,000 170 DMCC Projects Managed by the City of Rochester As of August 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 63,047 4,726,802 334,727 8614C- - DMCTransit&InfrastrctrPgrmMgmt 112,716 2,600,000 1,782,229 8617C- - Broadway @ Center Parking Ramp 10,500,000 10,500,000 8618C- - SharedParkngStudy&PrgmDevlpmnt 74,112 2,061,854 1,728,377 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 819,617 7,672,166 8625C- - Heart of the City 984,080 2,648,940 1,802,210 8626C- - Sn/SUpsize1Av&3AvSE<4StS>1StN 2,020,209 5,000,000 3,881,275 7326 C - Reconst4thStSW<1stAve>6thAveSW 2,250,000 8627C- - Property & ROW Acquisition 144,547 144,547 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 55,885 80,919 8903C- - DedctdBikeLns-3rd/4thAve&CtrSt 180,242 206,316 Grand Total 4,573,018 37,906,774 36,747,349 * Notes: Broadway @ Center Parking Ramp Maximum DMCC Local Share Credit = $10,500,000 4th Street Reconstruction DMCC Support set at $2,250,000 171