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Home My WebLink About8/27/2020 DMCC Board of Directors Meeting - Downtown Sidewalk Experience Enhancement CharterDepartment: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Many areas of the sidewalks in downtown are degrading over time, especially surrounding brick inlays that were installed as part of an outdated standard detail used before passage of the ADA. Cracks and brick popͲouts are a safety haǌard and generate trip/fall complaints at a much higher rate than other pedestrian facilities. These calls spur repeated temporary maintenance that doesnΖt solve the underlying performance issues. The reconstruction will include ADA improvements, consideration of increased public realm space, and other aesthetic integration aspects. Broadway Ave, Ϯnd Street SE, and ϯrd Street SW. Public Works ϮϱϬ Ward ϰ Reconstruct downtown sidewalks on Broadway Ave, Ϯnd Street SE and ϯrd Street SW. Public Safety ϴ6ϬϬ Downtown Sidewalk Experience Enhancement Enhance Yuality of Life, Balance Public Infrastructure Investment Design Not Applicable ϮϬϮϭ Tyler S Niemeyer Destination Medical Center Ϭ 99 Anticipated Funding Source Funding Request Row Total: Major Expense Category Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Project Cost Breakdown Row Total: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϴϰϴ,ϯϳϱ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Construction ϴϰϴ,ϯϳϱ ϮϬϮϭ Ϭ Existing ϴϰϴ,ϯϳϱ Ϭ Ϭϴϰϴ,ϯϳϱ Ϭ Ϭ Ϭ ϮϬϮ6 ϴϰϴ,ϯϳϱ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϴϰϴ,ϯϳϱ Maintains and improves walkability of downtown. Addresses a public safety issue. ϮϬϮϭ ϴϰϴ,ϯϳϱ ϮϬϮϱ Ϭ ϬϬ Ϭ ϴϰϴ,ϯϳϱ Ϭ Will greatly reduce ongoing temporary maintenance measures and decrease staff time needed to respond to high trip/fall rates. ϱϬ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ State DMC Funds Ϭ Ϭ ϮϬϮϯ 100 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Enhance the downtown experience for citiǌens, visitors and businesses by creating an inviting, exciting and accessible river front area. Destination Medical Center City Administration Ϯϴϯ NA Efforts to evolve and enhance the river front areas in and near the downtown area which would include connectivity to downtown, development along the river front as well as amenities and activities. Fiscal Responsibility & Sustainability, Social Equity River Front Reimagined Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment Destination Medical Center CIP (BU ϴ6ϬϬ) Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 101 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϭ,ϬϬϬ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Implementation ϭ,ϬϬϬ,ϬϬϬ ϮϬϮϭ Ϭ New 6,ϬϬϬ,ϬϬϬ Ϭ Ϭϭ,ϬϬϬ,ϬϬϬ ϱ,ϬϬϬ,ϬϬϬ Ϭ ϱ,ϬϬϬ,ϬϬϬ ϮϬϮ6 6,ϬϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ 6,ϬϬϬ,ϬϬϬ The river front efforts would be in alignment with both the DMC and City development plans. ϮϬϮϭ 6,ϬϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϬϬ Ϭ ϭ,ϬϬϬ,ϬϬϬ ϱ,ϬϬϬ,ϬϬϬ Operating costs must be considered at the time the funds are being considered for investing in a related project. Operating costs must be considered at the time the funds are being considered for investing in a related project. ϳϱ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ State DMC Funds ϱ,ϬϬϬ,ϬϬϬ Ϭ ϮϬϮϯ 102 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan The information collected can help provide data to city teams, leadership and City Council to help with decisionͲmaking and prioritiǌation of managing assets, resources and services and identifying areas of opportunity. Destination Medical Center City Administration ϮϴϮ NA A smart city is an urban area that uses different types of electronic Internet of things sensors to collect data and then use insights gained from that data to manage assets, resources and services efficiently, in return using that data to better improve the operations across the city. The consulting services will assist with multiple aspects of creating a project plan to place sensors, collect data, analyǌe information, etc. Compassion, Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity ϴ6ϬϬ Smart Cities Consultation Enhance Yuality of Life, Foster a TeamͲOriented Culture, Manage 'rowth and Development, Balance Public Infrastructure Investment Destination Medical Center CIP (BU ϴ6ϬϬ) Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 103 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs Ϭ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Consulting or Study Ϭ ϮϬϮϭ Ϭ New ϭϬϬ,ϬϬϬ Ϭ ϬϬ ϭϬϬ,ϬϬϬ Ϭ ϭϬϬ,ϬϬϬ ϮϬϮ6 ϭϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϭϬϬ,ϬϬϬ The project supports the DMC Development Plan as well as the cityΖs Strategic Plan. ϮϬϮϭ ϭϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϬϬ Ϭ Ϭ ϭϬϬ,ϬϬϬ The consulting engagement will not actually result in physical assets, but rather recommendations for us to consider investing in. ϭ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ Sales Tax DMC ϭϬϬ,ϬϬϬ Ϭ ϮϬϮϯ 104 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan To achieve the vision and goals set forth in the Destination Medical Center (DMC) Development Plan. Destination Medical Center City Administration Ϯϭϵ NA Located on Ϯnd street SW, St. MaryΖs Place establishes a civic square and monumental gateway at one of the primary entry points to Rochester. The plan incorporates a circulator that connects the St. MaryΖs campus to the downtown. It also embraces its relationship to the surrounding neighborhoods creating a town square that connects <utǌky Park to St. MaryΖs Park and the ,istoric Pill ,ill neighborhood. Fiscal Responsibility & Sustainability, Social Equity St. MaryΖs Place Public Realm Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 105 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs Ϭ Ϭ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Architect/Design Construction Ϭ ϮϬϮϭ Ϭ Existing ϯ,ϯϬϬ,ϬϬϬ ϯ,ϬϬϬ,ϬϬϬ ϬϬ ϯϬϬ,ϬϬϬ Ϭ ϯ,ϬϬϬ,ϬϬϬ ϯϬϬ,ϬϬϬ ϮϬϮ6 ϯϬϬ,ϬϬϬ ϯ,ϬϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϯ,ϯϬϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϯ,ϯϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϯ,ϬϬϬ,ϬϬϬ Ϭϯ,ϬϬϬ,ϬϬϬ Ϭ Ϭ ϯϬϬ,ϬϬϬ As part of the design and implementation operations and maintenance costs will be considered and the City and DMC teams will evaluate what sources are most appropriate to pay for any annual increase in operating costs. ϱϬ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ State DMC Funds ϯϬϬ,ϬϬϬ Ϭ Ϭ ϮϬϮϯ 106 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan The purpose of the 6th Street Bridge is to connect the Downtown Waterfront SE area to downtown to the west. With future development planned for the former AMPI site, a 6th Street Bridge will permit future businesses and residents to the downtown area. Over the South Fork of the umbro River City Administration Ϯϳ6 Ward Ϯ, Ward ϰ The study, engineering and environmental development and construction of a vehicle bridge over the South Fork of the umbro River connecting 6th Street SE to 6th Street SW at or near the intersection of 6th Street and South Broadway Avenue. Environmental Stewardship 6th Street Bridge Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment DMC Corporation Not Applicable ϮϬϮϭ Jarrett < ,ubbard Destination Medical Center Ϭ 107 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϭ,ϯϬϬ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Consulting or Study ϭ,ϯϬϬ,ϬϬϬ ϮϬϮϭ Ϭ New ϭ,ϯϬϬ,ϬϬϬ Ϭϭ,ϯϬϬ,ϬϬϬ Ϭ Ϭ ϮϬϮ6 ϭ,ϯϬϬ,ϬϬϬ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϭ,ϯϬϬ,ϬϬϬ A pedestrian bridge connection is supported by the Rochester Downtown Mobility Plan. The DMC Development plan states, ͞new 6th Street bridge connection will reduce intersection delay at Broadway and intersections entering into downtown via ϰth Street SE and ϯrd Avenue SE/Civic Center Drive.͟ The TransitͲOriented Development (TOD) Station Area Planning study supports the development of a 6th Street Bridge to be supportive of increased ridership onto Downtown Rapid Transit ϮϬϮϭ ϭ,ϯϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϬϬ Ϭ ϭ,ϯϬϬ,ϬϬϬ Annual regular maintenance NATIONAL COOPERATIsE ,I',WAY RESEARC, PRO'RAM REPORT ϰϴϯ Ͳ Bridge LifeͲCycle Cost Analysis Page Ϯϵ http://onlinepubs.trb.org/onlinepubs/nchrp/nchrpͺrptͺϰϴϯ.pdf ϴϬ ϬϬ ϱϰ,ϬϬϬ State DMC Funds ϮϬϮϯ 108 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan To create a multiͲmodal gateway to downtown Rochester and DMC Development District and enhance economic development opportunities. Destination Medical Center City Administration ϮϮϳ NA This project is intended to begin the transformation of the Broadway Avenue corridor into a significant multiͲmodal gateway to downtown Rochester and Destination Medical Center (DMC) Development District. It includes the complete reconstruction of North Broadway from Civic Center Drive to ϭϯth St. North to serve all modes of transportation (walking, biking, bus and other vehicles). Fiscal Responsibility & Sustainability, Public Safety, Social Equity North Broadway Reconstruct Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 109 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϵ,ϮϬϭ,ϯϮϱ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Construction ϵ,ϮϬϭ,ϯϮϱ ϮϬϮϭ Ϭ Ϭ Existing ϵ,ϮϬϭ,ϯϮϱ Ϭ Ϭ Ϭ6,ϭϬϬ,ϬϬϬ Ϭ Ϭ Ϭ Ϭ ϮϬϮ6 ϵ,ϮϬϭ,ϯϮϱ ϯ,ϭϬϭ,ϯϮϱ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϯ,ϭϬϭ,ϯϮϱ 6,ϭϬϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϵ,ϮϬϭ,ϯϮϱ ϮϬϮϱ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ ϵ,ϮϬϭ,ϯϮϱ Ϭ Operating costs will likely initially decrease, but would be expected to increase marginally on average over the course of time as the infrastructure ages. ϳϱ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ State DMC Funds Project Reserves Ϭ Ϭ ϮϬϮϯ 110 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan This project is driven by the need to support DMC growth. The project also reduces localiǌed street flooding and sanitary sewer basement backups that would occur with added runoff from DMC growth. Destination Medical Center City Administration ϮϮϯ NA This project provides capacity upgrades to support growth in the St. MaryΖs Place district of Destination Medical Center (DMC). The existing sanitary sewer and storm sewer located within the <utǌky Park Neighborhood is undersiǌed and unable to carry the projected flows from the full development anticipated in and around St. MaryΖs ,ospital. Design has been completed. Construction is currently planned for ϮϬϮϭ. Fiscal Responsibility & Sustainability ϴ6ϬϬ ϴ6ϭϭ ϭϮth & ϭϯth Ave Sanitary & Storm Capacity Improvements Manage 'rowth and Development City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 111 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϯ,ϰϬϬ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Construction ϯ,ϰϬϬ,ϬϬϬ ϮϬϮϭ Ϭ Ϭ Ϭ Existing ϯ,ϰϬϬ,ϬϬϬ Ϭ Ϭ Ϭ ϬϮ,ϮϱϬ,ϬϬϬ Ϭ Ϭ Ϭ Ϭ Ϭ ϮϬϮ6 ϯ,ϰϬϬ,ϬϬϬ ϭϱϬ,ϬϬϬ ϭ,ϬϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϭϱϬ,ϬϬϬ ϭ,ϬϬϬ,ϬϬϬ Ϯ,ϮϱϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϯ,ϰϬϬ,ϬϬϬ ϮϬϮϱ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ ϯ,ϰϬϬ,ϬϬϬ Ϭ Operating costs are expected to increase marginally on average over the course of time. ϭϬϬ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ Special Assessment Bonds Operating Transfer ʹ From Sewer Utility State DMC Funds Ϭ Ϭ ϮϬϮϯ 112 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan The concept of district energy has several benefits. It can replace less efficient systems and reduce our carbon footprint. A system such as this would reduce cost and ongoing operations and maintenance fees, while providing an efficient, reliable, and carbonͲfree heating and cooling source by ϮϬϯϬ. The concept could also work to improve aesthetics, provide more building space for programming instead of mechanical equipment, reduce air pollution and emissions in Rochester, and the DES technology allows for further optimiǌation with renewable systems and other operational practices. Destination Medical Center City Administration Ϯϴ6 NA This project would add heating and cooling capacity to areas in the downtown Destination Medical Center district. Equipment evaluated for this concept can create both heating and cooling energy simultaneously and in a very efficient manner. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety Downtown District Energy System Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment Destination Medical Center CIP (BU ϴ6ϬϬ) Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 113 Anticipated Funding Source Funding Request Row Total: Major Expense Category Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Project Cost Breakdown Row Total: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϮϬϬ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Implementation ϮϬϬ,ϬϬϬ ϮϬϮϭ Ϭ New Ϯ,ϬϬϬ,ϬϬϬ Ϭ ϬϮϬϬ,ϬϬϬ ϭ,ϴϬϬ,ϬϬϬ Ϭ ϭ,ϴϬϬ,ϬϬϬ ϮϬϮ6 Ϯ,ϬϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ Ϯ,ϬϬϬ,ϬϬϬ The project would be in alignment with long term strategies and the development plans of both the DMC and City of Rochester. ϮϬϮϭ Ϯ,ϬϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϬϬ Ϭ ϮϬϬ,ϬϬϬ ϭ,ϴϬϬ,ϬϬϬ Operating costs and cost recovery shall be projected and considered as part of the implementation of this project. ϱϬ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ State DMC Funds ϭ,ϴϬϬ,ϬϬϬ Ϭ ϮϬϮϯ 114 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan This project is driven by the need to support Destination Medical Center (DMC) growth in the downtown core. Added benefits include the removal of a sanitary siphon that is experiencing additional maintenance due to the DMC growth. Destination Medical Center City Administration ϮϮϱ NA This relief project diverts flows from Ϯnd Street SW to ϰth Street SW along ϯrd Avenue SW to provide added capacity to the trunk sewers to the north of Ϯnd Street SW. Conceptual design is complete. Formal design planned for ϮϬϮϯ and construction planned for ϮϬϮϰ. Fiscal Responsibility & Sustainability ϯrd Ave SW Sewer Capacity Bypass Manage 'rowth and Development City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 115 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs Ϭ Ϭ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Architect/Design Construction Ϭ ϮϬϮϭ Ϭ Ϭ Existing ϯ,ϭϬϬ,ϬϬϬ ϭϬϬ,ϬϬϬ Ϭ ϬϬ Ϭ Ϭ ϭϬϬ,ϬϬϬ Ϭ Ϭ ϮϬϮ6 ϭϬϬ,ϬϬϬ ϯ,ϬϬϬ,ϬϬϬ Ϭ ϯ,ϬϬϬ,ϬϬϬ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϭ,ϱϱϬ,ϬϬϬ ϭ,ϱϱϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϯ,ϭϬϬ,ϬϬϬ ϮϬϮϱ ϭϬϬ,ϬϬϬ Ϭ ϭ,ϱϬϬ,ϬϬϬ ϭ,ϱϬϬ,ϬϬϬ ϱϬ,ϬϬϬ ϱϬ,ϬϬϬ Ϭ Ϭ Ϭ This project replaces existing infrastructure and therefore minimally impacts operating costs. Initially, this will actually decrease maintenance costs currently being incurred on the older infrastructure. ϭϬϬ Ϭ Ϭ Ϭ Ϭ Ϭ ϯ,ϬϬϬ,ϬϬϬ Ϭϯ,ϬϬϬ,ϬϬϬ Ϭ Operating Transfer ʹ From Sewer Utility State DMC Funds Ϭ Ϭ Ϭ ϮϬϮϯ 116 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan To provide the payment/payback of $ϭ,6ϬϬ,ϬϬϬ annually until the payback of $ϴ,ϬϬϬ,ϬϬϬ is complete (final payment will be in ϮϬϮϯ). Destination Medical Center City Administration ϮϯϬ NA These funds represent Destination Medical CenterΖs (DMC) repayment of a loan from the City of Rochester that were used to initiate efforts in the beginning years of DMC related to the Integrated Transit Studies (ITS) performed. Fiscal Responsibility & Sustainability ϴ6ϬϬ Integrated Transit Study Repayment Manage 'rowth and Development, Balance Public Infrastructure Investment City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 117 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϭ,6ϬϬ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Consulting or Study ϭ,6ϬϬ,ϬϬϬ ϮϬϮϭ Ϭ Existing ϰ,ϴϬϬ,ϬϬϬ ϭ,6ϬϬ,ϬϬϬ Ϭϭ,6ϬϬ,ϬϬϬ ϭ,6ϬϬ,ϬϬϬ ϭ,6ϬϬ,ϬϬϬ ϭ,6ϬϬ,ϬϬϬ ϮϬϮ6 ϰ,ϴϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϰ,ϴϬϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϰ,ϴϬϬ,ϬϬϬ ϮϬϮϱ ϭ,6ϬϬ,ϬϬϬ Ϭϭ,6ϬϬ,ϬϬϬ Ϭ ϭ,6ϬϬ,ϬϬϬ ϭ,6ϬϬ,ϬϬϬ These were transit studies that were conducted in order to inform the City and Destination Medical Center about a transit plan, modes of travel and numerous other aspects. ϰ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ Sales Tax DMC ϭ,6ϬϬ,ϬϬϬ Ϭ ϮϬϮϯ 118 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Arrive Rochester takes a leadership role in implementing Travel Demand Management efforts. Aim to reduce the number of people driving alone to work in Rochester to ease traffic congestion and improve air quality. Destination Medical Center City Administration Ϯϯϳ NA Provide new programs to make it easier for commuters to travel in carpools, by bus, on foot or by bike. Environmental Stewardship, Fiscal Responsibility & Sustainability Arrive Rochester Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 119 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs 6Ϭ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Implementation 6Ϭ,ϬϬϬ ϮϬϮϭ ϵϭ,ϬϬϬ New ϰϳϱ,ϬϬϬ ϳϱ,ϬϬϬ ϵϵ,ϬϬϬ6Ϭ,ϬϬϬ 6ϳ,ϬϬϬ ϳϱ,ϬϬϬ 6ϳ,ϬϬϬ ϮϬϮ6 ϰϳϱ,ϬϬϬ ϴϯ,ϬϬϬ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϰϳϱ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϰϳϱ,ϬϬϬ ϮϬϮϱ ϳϱ,ϬϬϬ ϴϯ,ϬϬϬϳϱ,ϬϬϬ ϵϵ,ϬϬϬ 6Ϭ,ϬϬϬ 6ϳ,ϬϬϬ Not applicable as the programs do not generate additional operating costs or reduce any operating costs in general. ϭϬϬ ϵϭ,ϬϬϬ ϵϵ,ϬϬϬ ϵϵ,ϬϬϬ ϴϯ,ϬϬϬ ϵϭ,ϬϬϬϴϯ,ϬϬϬ Ϭ Sales Tax DMC 6ϳ,ϬϬϬ ϵϭ,ϬϬϬ ϮϬϮϯ 120 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Implementation of the circulator route was a top priority of the Integrated Transit Studies. The circulator route is intended to develop a costͲeffective transitway that increases transit use among corridor residents, commuters, businesses, patients, students, and visitors. Also, to catalyǌe and support housing and economic development along the corridor. Last, to support healthy, active communities and encourage sustainability. Destination Medical Center City Administration Ϯϯϰ NA The Rochester Downtown Transit Circulator will provide high quality downtown public transportation service for residents, commuters, businesses, patients, students, and visitors that will support the City of Rochester and Destination Medical Center (DMC) district transportation, economic development, and livability goals and substantially increase public transportation use downtown. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity ϴ6ϬϬ Rapid Transit Implementation Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 121 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϱ,ϰϱϮ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Implementation ϱ,ϰϱϮ,ϬϬϬ ϮϬϮϭ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ ϭ,6ϵϰ,ϬϬϬ New ϭϭϬ,ϵϵϴ,ϬϬϬ Ϭ ϯϬ,ϳϬ6,ϬϬϬ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ ϬϮϬϬ,ϬϬϬ Ϯϴ,6ϴϳ,ϳϳϱ ϯϳ,ϵϵϱ,ϬϬϬ ϯϬ,ϳϬ6,ϬϬϬ Ϭ ϵ,Ϭϭϳ,ϳϰϴ ϭϯ,ϱϮ6,6ϮϮ Ϭ Ϭ ϰ,ϬϰϬ,Ϯϳϳ ϭϭ,ϰϭϬ,ϯϱϯ ϮϬϮ6 ϭϭϬ,ϵϵϴ,ϬϬϬ Ϯ,ϭϬϬ,ϴϬϬ ϯ,ϭϱϭ,ϮϬϬ Ϭ Ϭ Ϭ Ϭ ϯϱ,ϭϱϭ,ϬϬϬ ϮϬϮ6ϮϬϮϰ ϭϵ,ϭϮϱ,ϭϴϱ ϮϬϮϮ ϮϮϱ,ϬϬϬ ϳϱϬ,ϬϬϬ ϭϱϬ,ϬϬϬ ϱ,ϳϳϯ,ϳϰϬ ϱ6,Ϯϴ6,ϯϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϭϭϬ,ϵϵϴ,ϬϬϬ ϮϬϮϱ ϯ,ϴϬϳ,ϬϮϰ ϯϬ,ϳϬ6,ϬϬϬ Ϭ ϭ,ϰϴϬ,ϰ6ϯ Ϯϰ,ϭϱϮ,ϵϳϵ Ϭ ϰ,ϭϵϵ,6ϭϯ 6,Ϯϵϵ,ϰϭϵ ϮϮϱ,ϬϬϬ ϳϱϬ,ϬϬϬ ϭϱϬ,ϬϬϬ Ϯϱϯ,ϬϬϬ ϭϴ,ϴϮϴ,ϵ6ϴ Ϭ ϱ,ϳϭϬ,ϱϯϰ ϱ,ϰϱϮ,ϬϬϬ ϯϳ,ϵϵϱ,ϬϬϬ As part of the design and implementation, operations and maintenance costs will be considered. ϱϬ ϭ,6ϵϰ,ϬϬϬ Ϭ Ϭ ϯϱ,ϭϱϭ,ϬϬϬ ϭ,6ϵϰ,ϬϬϬϯϱ,ϭϱϭ,ϬϬϬ Ϭ Transit Aid County DMC Transit Aid State DMC Operating Transfer ʹ From Sewer Utility Special Assessment Bonds Water Utility State DMC Funds Federal Funds ϯϳ,ϵϵϱ,ϬϬϬ ϭ,6ϵϰ,ϬϬϬ ϮϬϮϯ 122 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Provides public access to shower facilities ;and potentially laundry facilitiesͿ for those commuting via bicycle͕ those experiencing homelessness͕ etc. Destination Medical Center City Administration 287 NA Create hygiene stations in the DMC district for use by the public. Compassion͕ Social EƋuity Active Commuter Resource Center Enhance Yuality of Life Destination Medical Center CIP ;BU 8600Ϳ Not Applicable 2021 Noloan L Schild Destination Medical Center 0 123 Anticipated Funding Source Funding Request Row Total: Major Expense Category Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs 50͕000 2023 2024 20252022 Construction 50͕000 2021 0 New 50͕000 0 050͕000 0 0 0 2026 50͕000 0 202620242022 50͕000 This project would be in alignment with long term strategies and development plans of both the DMC and City of Rochester. 2021 50͕000 2025 0 00 0 50͕000 The operating costs to be incurred will need to projected and considered as part of project implementation. 50 0 0 0 0 00 0 State DMC Funds 0 0 2023 Project Cost Breakdown Row Total: Describe how this project implements recommendations from other plans adopted by the City and related groups: 124 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Encourages use of electric vehicles in an effort to reduce emissions and allows for those with electric vehicles to have adequate access to charging stations. Destination Medical Center City Administration Ϯϴϱ NA Install electric vehicle charging stations at strategic locations in the downtown/Destination Medical Center District. Environmental Stewardship, Fiscal Responsibility & Sustainability Downtown Electric sehicle Charging Stations Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment Destination Medical Center CIP (BU ϴ6ϬϬ) Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 125 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs ϭϬϬ,ϬϬϬ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Construction ϭϬϬ,ϬϬϬ ϮϬϮϭ Ϭ New ϭϬϬ,ϬϬϬ Ϭ ϬϭϬϬ,ϬϬϬ Ϭ Ϭ Ϭ ϮϬϮ6 ϭϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϭϬϬ,ϬϬϬ The project would be in alignment the long term strategies and the development plans of both the DMC and City of Rochester. ϮϬϮϭ ϭϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϬϬ Ϭ ϭϬϬ,ϬϬϬ Ϭ A method for cost recovery will be determined to cover the cost of operations. ϮϬ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ Sales Tax DMC Ϭ Ϭ ϮϬϮϯ 126 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan To promote a connective greenway system throughout the downtown that encourages private investment and enhances the quality of life for residents. To create an attraction that will help catalyǌe and organiǌe land use development. To decrease the number of single occupancy vehicles needing to travel into downtown. To enhance the safety of bicyclist and pedestrians on downtown city streets. Destination Medical Center City Administration Ϯϯ6 NA Create an urban trail network composed of dedicated bike lanes and pedestrian paths around downtown. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity City Loop Implementation Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment City Administration Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 127 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs Ϭ Ϭ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Architect/Design Construction Ϭ ϮϬϮϭ Ϭ New ϱ,ϬϬϬ,ϬϬϬ ϰ,ϱϬϬ,ϬϬϬ ϬϬ ϱϬϬ,ϬϬϬ Ϭ ϰ,ϱϬϬ,ϬϬϬ ϱϬϬ,ϬϬϬ ϮϬϮ6 ϱϬϬ,ϬϬϬ ϰ,ϱϬϬ,ϬϬϬ Ϭ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϱ,ϬϬϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ ϱ,ϬϬϬ,ϬϬϬ ϮϬϮϱ Ϭ ϰ,ϱϬϬ,ϬϬϬ Ϭϰ,ϱϬϬ,ϬϬϬ Ϭ Ϭ ϱϬϬ,ϬϬϬ Will be evaluated once the project is further defined As part of the design and implementation operations and maintenance costs will be considered and the City and DMC teams will evaluate what sources are most appropriate to pay for any annual increase in operating costs. ϱϬ Ϭ Ϭ Ϭ Ϭ Ϭ Ϭ ϬϬ Ϭ State DMC Funds ϱϬϬ,ϬϬϬ Ϭ Ϭ ϮϬϮϯ 128 Department: Division: Contact Person: Location: Project Category: Department Priority:Ward: Project Description: Project Number: CIP Business Unit: What is the grant status for the project?: Foundation Principles Supported: Strategic Priorities Supported: Purpose, Justification & Benefits: Capital Improvement Plan Will enhance mobility for citiǌens, visitors, workers, etc. commuting to areas within the Destination Medical Center. Destination Medical Center City Administration Ϯϴϰ NA The details of this transportation related project have not yet been determined, but the project and these funds represent a phase two project implantation in relation to the Integrated Transit Studies. Funding years and amounts will continue to evolve as the development of a phase II plan is finaliǌed. Environmental Stewardship, Fiscal Responsibility & Sustainability, Public Safety, Social Equity ITS Implementation Phase II Enhance Yuality of Life, Manage 'rowth and Development, Balance Public Infrastructure Investment Destination Medical Center CIP (BU ϴ6ϬϬ) Not Applicable ϮϬϮϭ Noloan L Schild Destination Medical Center Ϭ 129 Anticipated Funding Source Funding Request Row Total: Major Expense Category Project Cost Breakdown Row Total: Describe how operating cost increases/Decreases and include details such as personnel costs, materials, contracts, energy savings, etc.: Describe how this project implements recommendations from other plans adopted by the City and related groups: Project Cost Breakdown: Department Funding Request: If new infrastructure, discuss how the department will pay for the increased annual operating costs: Total Current 6 Yrs Is this request for new or existing infrastructure: What is the expected useful life of the project/improvement (in years): What is the estimated annual operating cost increase (Decrease) for this project ($): Operations & Capital Asset Maintenance: Total Current 6 Yrs Ϭ ϮϬϮϯ ϮϬϮϰ ϮϬϮϱϮϬϮϮ Implementation Ϭ ϮϬϮϭ Ϭ ϰ,ϴϬϬ,ϬϬϬ ϯ,ϮϬϬ,ϬϬϬ New Ϯϰ,ϬϬϬ,ϬϬϬ Ϭ ϳ,ϱϬϬ,ϬϬϬ ϰ,ϱϬϬ,ϬϬϬ ϯ,ϬϬϬ,ϬϬϬϬ Ϭ Ϭ Ϭ Ϭ Ϭ ϮϬϮ6 Ϯϰ,ϬϬϬ,ϬϬϬ Ϭ Ϭ ϭ,ϬϬϬ,ϬϬϬ ϮϬϮ6ϮϬϮϰϮϬϮϮ ϳ,ϱϬϬ,ϬϬϬ ϵ,ϵϬϬ,ϬϬϬ 6,6ϬϬ,ϬϬϬ DMC projects support the DMC Development Plan and take into consideration other City plans such as the comprehensive plan, bicycle master plan, park master plan, etc. ϮϬϮϭ Ϯϰ,ϬϬϬ,ϬϬϬ ϮϬϮϱ Ϭ Ϭ 6ϬϬ,ϬϬϬ ϰϬϬ,ϬϬϬ Ϭ Ϭ Ϭ ϭϱ,ϬϬϬ,ϬϬϬ Ϭ Ϭ Operating costs and cost recovery shall be projected and considered as part of the development of the phase II plan and implementation strategy. ϳϱ ϴ,ϬϬϬ,ϬϬϬ ϭϱ,ϬϬϬ,ϬϬϬ ϭϱ,ϬϬϬ,ϬϬϬ ϭ,ϬϬϬ,ϬϬϬ ϴ,ϬϬϬ,ϬϬϬϭ,ϬϬϬ,ϬϬϬ Ϭ State DMC Funds Transit Aid State DMC Transit Aid County DMC Ϭ ϴ,ϬϬϬ,ϬϬϬ ϮϬϮϯ 130 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 Transit Aid County DMC = tc Transit Aid State DMC = ts wu Unfunded = u 2020 Sort Map #Project Description Proj #Total Budget CIP Bdgt Amts 2021 Priority 2022 Priority 2023 Priority 2024 Priority 2025 Priority 2026 Priority 0 0 Administrative 1 1 Contributions to DMC Corporation for DMCC expenses 8602 5,191,700 286,500 sd 268,750 sd 276,813 sd 285,117 sd 293,670 sd 302,480 sd 311,555 sd 1 2 2 Contributions to DMC Corporation for EDA expenses 8602 30,435,639 2,570,147 sd 2,235,776 sd 2,302,849 sd 2,371,935 sd 2,443,093 sd 2,516,386 sd 2,591,877 sd 2 3 3 City Project Management expenses 8614 7,707,761 660,524 sd 696,215 sd 713,620 sd 731,461 sd 749,747 sd 768,491 sd 787,703 sd 3 3 3 3 3 3 4 4 City of Rochester Administrative costs for DMC projects 8601 1,700,000 100,000 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 1,250,000 750,000 sm 500,000 sm 5 5 3,300,741 3,393,282 3,488,513 3,586,510 4,187,357 3,791,135 5 6 Economic Redevelopment & Public Realm 6 6 Heart of the City 8625 19,271,265 10,622,325 sm 6,000,000 sm 6 6 7 7 Discovery Walk Design and Implementation 17,200,000 2,800,000 sm 7,000,000 sm 7,000,000 sm 7 7 8 8 Chateau Theatre Improvements 8624 10,926,802 100,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 sd 100,000 u 100,000 u 8 8 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 1,200,000 sd 1,200,000 sd 1,200,000 sd 9 10 10 Strategic Redevelopment 7,000,000 7,000,000 sm 10 11 11 Downtown Sidewalk Experience Enhancement (ADA Improvements, Increase Public Realm Space & Aesthetic Integration) 848,375 848,375 sm 11 11 12 12 River Front Reimagined New 6,000,000 1,000,000 sm 5,000,000 sm 12 13 13 Smart Cities Consultation 100,000 100,000 sd 13 14 14 St Marys Place Public Realm Implementation 3,300,000 300,000 sm 3,000,000 sm 14 23,148,375 13,700,000 4,300,000 100,000 100,000 100,000 14 15 Infrastructure 15 15 Construct 6th Street Bridge - Study, Design & Construction New 1,300,000 1,300,000 sm 15 15 16 16 Reconstruct North Broadway Ave from Civic Center Drive to Zumbro River Bridge. F d t b t f d f J2202 (TH63 t b k) 7326 20,000,000 4,000,000 r 6,100,000 r 16 898,675 sm 3,101,325 sm 16 1,600,000 ow 16 1,300,000 wu 16 1,400,000 a 16 17 17 SS1 12th & 13th Ave Sanitary and Storm Sewer Capacity Improvements from 2nd St SW to 2nd St NW. (Project is without subway tunnel option).8611 6,150,000 2,250,000 sm 17 1,000,000 ow 17 150,000 a 17 17 17 18 18 Downtown District Energy System New 2,000,000 200,000 sm 1,800,000 sm 18 19 19 Construct sanitary sewer capacity bypass on 3rd Ave SW from 2nd St SW to 4th St SW 8626 3,100,000 50,000 ow 1,500,000 ow 19 50,000 sm 1,500,000 sm 19 19 14,101,325 1,800,000 100,000 3,000,000 - - 20 Transit 20 20 ITS Study Repayment 8,000,000 1,600,000 sd 1,600,000 sd 1,600,000 sd 1,600,000 sd 20 21 21 Arrive Rochester Implementation 985,000 260,000 sd 60,000 sd 67,000 sd 75,000 sd 83,000 sd 91,000 sd 99,000 sd 21 21 21 22 22 ITS Implementation: Rapid Transit (Includes St. Mary's Transit Station from 2021 going forward; also includes 2nd Street Recon & Streetscape)8707 114,870,000 1,548,800 tc 2,100,800 tc 9,017,748 tc 4,199,613 tc 3,807,024 tc 22 2,323,200 ts 3,151,200 ts 13,526,622 ts 6,299,419 ts 5,710,534 ts 22 200,000 f 11,410,353 f 18,828,968 f 24,152,979 f 1,694,000 f 22 4,040,277 sm 253,000 sm 1,480,463 sm 22 150,000 wu 22 225,000 ow 22 750,000 a 22 23 23 Active Commuter Resource Center New 50,000 50,000 sm 23 24 24 Downtown electric vehicle charging stations New 100,000 100,000 sd 24 25 25 City Loop Implementation 5,000,000 500,000 sm 4,500,000 sm 25 26 26 ITS Implementation Phase 2 New 24,000,000 400,000 tc 3,200,000 tc 3,000,000 tc 26 600,000 ts 4,800,000 ts 4,500,000 ts 26 7,500,000 sm 26 26 7,262,000 40,162,000 36,881,000 36,234,000 9,785,000 15,099,000 26 Total Cost 303,686,542 34,020,171 47,812,441 59,055,282 44,769,513 42,920,510 14,072,357 18,990,135 Sources of Funds Special Assessment Bonds a 2,300,000 150,000 a - a 750,000 a - a - a Olmsted County c 250,000 - c - c - c - c - c - c Federal f 56,286,300 200,000 f 11,410,353 f 18,828,968 f 24,152,979 f 1,694,000 f - f Municipal State Aid for Streets ms - - ms - ms - ms - ms - ms - ms Operating Transfer - fr Storm Water Utility os 212,500 - os - os - os - os - os - os Operating Transfer - fr Sewer Utility ow 4,587,500 1,000,000 ow - ow 275,000 ow 1,500,000 ow - ow - ow Private Funds p 500,000 - p - p - p - p - p - p Project reserves r 10,900,000 6,100,000 r - r - r - r - r - r State s - - s - s - s - s - s - s Sales Tax 2013 st - - st - st - st - st - st - st Sales Tax DMC sd 70,648,027 6,360,741 sd 6,460,282 sd 6,463,513 sd 3,769,510 sd 3,778,357 sd 3,890,135 sd State DMC Funds sm 87,492,255 28,749,700 sm 18,640,277 sm 7,803,000 sm 2,980,463 sm 500,000 sm 7,500,000 sm Storm Water Area Mgmt Charge sw - - sw - sw - sw - sw - sw - sw Transit Aid County DMC tc 27,273,985 2,100,800 tc 9,017,748 tc 4,199,613 tc 4,207,024 tc 3,200,000 tc 3,000,000 tc Transit Aid State DMC ts 40,910,975 3,151,200 ts 13,526,622 ts 6,299,419 ts 6,310,534 ts 4,800,000 ts 4,500,000 ts Operating Transfer - Other Funds to 562,500 - to - to - to - to - to - to Water Utility wu 1,562,500 - wu - wu 150,000 wu - wu - wu - wu Total Sources of Funds 303,486,542 47,812,441 59,055,282 44,769,513 42,920,510 13,972,357 18,890,135 Unfunded Projects u 200,000 - - - - - 100,000 100,000 Total of NEW FUNDING requests 47,812,441 59,055,282 44,769,513 42,920,510 14,072,357 18,990,135 Total adjustments to prior years' funding authorizations - - - - - - Total Cost 47,812,441 59,055,282 44,769,513 42,920,510 14,072,357 18,990,135 GO Revenue Bonds = Sales Tax 2013 = Water Utility = Destination Medical Center 2021-2026 Capital Improvement Plan Schedule for Six Year Period Federal Funds = Flood Control Reserves = MN State Aid - Streets = Operating Trfs - fr Storm Water = 131 132 2015-2019 DMC Capital Plan Budget Reconciliation To: DMCC Board of Directors From: DMC EDA Staff Date: August 21, 2020 Request of the DMCC board of directors: • Approve the reconciliation of 2015-2019 DMC Capital Plan budgets Background: In the course of preparing updates to the DMC Development Plan, DMC EDA and City of Rochester staff reviewed all DMC infrastructure projects and investments authorized in the DMC Corporation’s 2015-2019 annual capital plans. During this review, staff reconciled expenses during that period and identified several approved projects that have not fully expended their allocated budgets. In some cases, project costs were lower than budgeted. In others, annual changes to the DMC capital improvement program, DMC Corp. board priorities, or less-than-favorable project bids resulted in projects being postponed, redefined, or cancelled. A detailed outline of each project and its associated budget, expenses, and proposed reconciliation amount follows this memorandum. Additionally, the DMC EDA recommends that the DMC Corp. require all DMC capital project budgets undergo a similar annual reconciliation and that the results of the reconciliation be presented to the board when it considers its annual funding request. Next Steps: • September 2020: Rochester City Council consideration 133 Phase 1 DMC CIP Reconciliation Project List 8/21/2020 Project Description Contributions to DMC Corporation for DMCC + DMC EDA 24,775,391 20,259,212 4,516,179 City of Rochester Administrative costs for DMC project 1,118,043 523,941 594,102 Olmsted County Staff Costs for ITS 0 168,754 -168,754 3,390,760 2,130,460 1,260,300 City Loop Plan 1,209,938 250,000 959,938 Transit Circulator Study 3,016,997 2,109,550 907,447 Chateau Theater - Maintenance & Operations 2,826,802 363,906 2,462,896 Chateau Theater - Acquisition + Capital Expenditures 6,900,000 6,923,439 -23,439 Downtown Street use and operations study 2,342,243 2,650,750 -308,507 Property & ROW Acquisition 0 359,240 -359,240 DMC funded portion of SS2 Cooke Park sanitary sewer 950,000 46,592 903,408 Property & right of way acquisition 2,259,240 0 2,259,240 Discovery Walk & 2nd Ave SW from 2nd Street SW to 6th 400,000 0 400,000 2nd Street SW from 11th Ave. to 16th Ave. - Street and area 200,000 0 200,000 Evaluation of Long Term CBD Maintenance, Operations and 100,000 0 100,000 ITS Implementation 4,450,000 0 4,450,000 TOTAL 53,939,414 35,785,844 18,153,570 Reconciliation Transit/Transportation/Infrastructure Management Completion of 2017 ITS studies and transit planning work Approved Budget Actual Amount Required 134 2021 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 2021 Outcome Strategic Priority Phase 2 (2025) Goal 2035 Goal X X XXX XXCreate a measurement system to monitor progress toward Integrated Transit Studies (ITS) implementation XXX XXX XXX Create an economic development plan and strategy for transit‐oriented development (TOD), the West Transit Village, and station area locations X X X XXX XXX Operate a successful and informative autonomous vehicle (AV) pilot XXX X XXX XXX Advance design, engineering process and overall development of the rapid transit circulator XXX X XX X X Create a downtown bike infrastructure strategy XX XX XEstablish a long‐term Arrive Rochester transit management association (TMA) governance strategy XXX XXXX Develop a public‐private downtown parking strategy XXX XXXX Create a pedestrian access plan to connect to rapid transit to ensure safe, equitable access XXX X XX X X Include 20 business and property owner ideas to minimize impacts of construction XXX XX X Maintain access to sidewalks during construction XXX XXXX 100+ interactions with business and property stakeholders XXX XXXX Increase visitation in Heart of the City by 25% XXXXXXXX Final Discovery Walk design completed and approved X X XXX X Discovery Walk Construction begins XXX X XX X X Identify opportunities for home ownership in the DMC district XXX X XX X X Realize 30 units between 30‐50% AMI Realize 150 unit between 30‐50% AMI Realize 449 units between 30% to 50% AMI XXX X XX X X Realize 42 units between 50‐80% AMI Realize 210 units between 50‐80% AMI Realize 630 units between 50% to 80% AMI XXX XXXX 10 higher education students in interning DMC district businesses, in addition to Mayo Clinic programs XXX XXXX 5 high school students from the City of Rochester or region are hosted by businesses in Discovery Square for an experiential learning opportunity XXX X XX X X Achieve targeted business and workforce goals: Women Workforce goal: 7%; Minority Workforce goal: 15%; Targeted Business goal: 7%; Construction Business goal: 4% XXXXXX XX X X Two Discovery Square construction underway Develop 330,000 s.f. of Bio‐Med‐Tech space Develop 1.02M s.f. new bio‐med, health tech space XX XXXX Complete West Transit Village master plan XXX XXXX Complete downtown waterfront plans (Riverfront Re‐imagined and south waterfront) XXX XXXX Work with stakeholder partners to complete UMR/education/recreation sub‐district plan XXX XXXX Benchmarking program includes 130 buildings Benchmarking program includes over 200 buildings XXX XX XProvide monthly reports toward DMC greenhouse gas, energy and sustainability goals X X X XXXX X Provide and evaluate 12 sustainability series events and assist with management of Rochester Earthfest XX XX XComplete Sustainability and Resiliency Task Force (SRTF) plan led by City of Rochester and begin project implementation Progress toward DMC and Rochester greenhouse gas, energy and sustainability goals across sectors (commercial, industrial, residential) 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 XX XX XComplete 9 projects identified in Phase 1 of Strategic Energy Project Plan and begin work on Phase 2 projects Reduce district‐wide energy consumption by 20% below 2010 levels Reduce district‐wide energy consumption by 25% below 2010 levels by 2030 XXX X XX X X Integrate members of underrepresented communities into economic recovery strategy planning America's City for Health Apply health in design process to 5 infrastructure projects Show quantifiable improvements in community health measures XXX XXXX For DMC Assistive Tech Challenge, deliver 10+ workshops, have 5+ Rochester applications, 20+ MN applications, 10+ applications from other states, and 2+ international applications DMC Assistive Tech Challenge (ATC) enables formation of 10 new ATC‐related businesses, creating 25 new jobs towards the goal of creating 510 Mayo and non‐Mayo new jobs XXX XXXX Support the opening of 5+ startup businesses Develop 330,000 SF of Bio‐Med‐Tech space XXX XXXX Help retain and grow existing businesses by directly engaging with 25+ business operators within the DMC district XXX XXXX Deliver 10+ entrepreneurism programs in collaboration with other organizations X X XX XXXX X Secure at least 4 new bioscience businesses in Discovery Square 200+ new jobs created by recruiting 20 new bio‐ med‐tech businesses into Discovery Square toward the goal of creating 510 Mayo and non‐Mayo new jobs in bio‐med‐tech X X X XXXX X Add new target marketing audiences including Digital Health, Entrepreneurs and Retail, Dining and Entertainment X X X XXXX X Generate a minimum of 150 business and economic development leads per quarter X X X XXXX X Continue to build greater state, national and international awareness X X X XXXX X Drive qualified traffic to www.dmc.mn, increasing engagement, lead generation and movement through the sales funnel XXXXXXIncrease earned media coverage by 10% using various communication tactics XX XX XRetail, Dining, Entertainment (RDE) current COVID‐19 assessment and markets study conducted XX XX XRDE recruitment/retention strategy developed, with a focus on Heart of the City and Discovery Square that supports residents, visitors and workers XXXXXXIncrease community participation DMC general and targeted engagement activities by underrepresented communities by 100% XXXXXXIncrease the number of strategic community engagement collaborations/activities with targeted audiences, including seniors/retirees, young families, S.E. MN residents, underrepresented communities, and small business owners XXX XXXX Create/collaborate on projects that support a world class destination to enhance the quality of the experience for patients, visitors and residents in Rochester, including projects related to patient and visitor arrival, end‐of‐first‐ day support, and wayfinding; and resident needs based on 2021 research. XXX XXXX Collaborate with stakeholders to establish experience measurement progress benchmarked against original 2015 data XXX X XX X X Through collaboration, integrate equity into DMC project and program development Integrate health equity and social equity lens to DMC internal operations and external efforts Transportation Reduce drive‐alone mode share from 71% to 58%Reduce drive‐alone mode share to 50% or less Common Ground Attract more than $5 billion in private investment Achieve highest quality patient, visitor, resident experienceDiscovery Walk construction completed, activiies take place regularly, new development is being considered Demonstrate the economic and experience value of Heart of the City public space investment by the following measures: increase pedestrian traffic in the Peace Plaza area by 50%; Businesses report increased revenue; Visitors and community members report that they are more likely to visit downtown Housing Sustainability Experience and Engagement Workforce Business Development and Marketing Transformative Projects Show quantifiable improvements in the availability of housing in DMC District, inclusive of housing type and affordability 100 interns placed annually in bio‐med‐tech businesses, with 10% transitioning into employment in Rochester Create 35,000‐45,000 new jobs, including 3,230 in bio‐med‐tech Reduce energy consumption by 25% below 2012 levels by 2030 Reduce DMC‐wide emissions per SF by 22% below 2005 levels by 2025 Women Workforce Participation: 9%; Minority Workforce Participation: 15%; Targeted Business Goal: 7%; Construction Targeted Business Goal: 4% Attract more than $5 billion in private investmentMore than $1 billion of new private development, consistent with development plan, underway Demonstrate the economic and experience value of Heart of the City public space investment by the following measures: increase pedestrian traffic in the Peace Plaza area by 50%; Businesses report increased revenue; Visitors and community members report that they are more likely to visit downtown Experience: Achieve highest quality patient, visitor, resident experience Programming supports the formation of 20 new startup companies and 100+ new jobs, toward the goal of creating 510 Mayo and non‐Mayo new jobs in bio‐ med‐tech Create 35,000‐45,000 new jobs, including 3,230 in bio‐med‐tech Attract more than $5 billion in private investment More than $1 billion of new private development, consistent with development plan, underway Retail strategy implemented in DMC district Engagement: Build a community of stakeholders that see themselves in the DMC visionCommunity reports higher understanding of the DMC initiative and its importance to local community 135 136 Destination Medical Center Economic Development Agency & City of Rochester DMC Project Management Team 2021 Workplan Updated: August 11, 2020 137 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 2021 STRATEGIC PRIORITIES AND DMC GOALS 5.OPERATING BUDGETS 1.Executive Summary In 2021, 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 with a compelling vision that harnesses the energy and creativity of the entire community •Leverage the public investment to attract more than $5 billion in private investment to Rochester and the region •Create approximately 35,000 – 45,000 new jobs, with workforce development strategies that support that growth •Generate approximately $7.5 - $8.0 billion in new net tax revenue over 35 years •Achieve the highest quality patient, companion, visitor, employee, and resident experience, now and in the future 2021 STRATEGIC PRIORITIES •Transportation •Common Ground •Housing •Workforce •Transformative Projects •Sustainability *COVID-19 Recovery and Resiliency Additionally, the DMC EDA and City of Rochester DMC project management team have incorporated significant business development, marketing, experience, and community engagement initiatives into the 2021 workplan in order to support these strategic priorities. The workplan outlines the objectives and defines the resources necessary to advance the 2021 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. For example, the City of Rochester DMC Project Management team supports the DMC initiative in these areas: •Project delivery •WMBE •Rapid transit •Subdistrict public project construction management, including Heart of the City and Discovery Walk 138 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 139 4.Workplan To Achieve 2021 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 2021 Outcome Reduce drive- alone mode share to 50% or less Reduce drive-alone mode share from 71% to 58% Create a measurement system to monitor progress toward Integrated Transit Studies (ITS) implementation Create an economic development plan and strategy for transit-oriented development (TOD), the West Transit Village, and station area locations Operate a successful and informative autonomous vehicle (AV) pilot Advance design, engineering process and overall development of the rapid transit circulator Create a downtown bike infrastructure strategy Establish a long-term Arrive Rochester transit management association (TMA) governance strategy Develop a public-private downtown parking strategy Create a pedestrian access plan to connect to rapid transit to ensure safe, equitable access 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 2021 Outcome Attract more than $5 billion in private investment Demonstrate the economic and experience value of Heart of the City public space investment by the following measures: •Increase pedestrian traffic in the Peace Plaza area by 50% •Businesses report increased revenue •Visitors and community members report that they are more likely to visit downtown Include 20 business and property owner ideas to minimize impacts of construction Maintain access to sidewalks during construction 100+ interactions with business and property stakeholders Increase visitation in Heart of the City by 25% Discovery Walk construction completed, activities take place regularly with increased involvement by underrepresented community members, new development is being considered Final Discovery Walk design completed and approved Discovery Walk Construction begins Stakeholder-supported Business Forward plan adopted 140 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 2021 Outcome Show quantifiable improvements in the availability of housing in DMC District, inclusive of housing type and affordability Identify opportunities for home ownership in the DMC District Realize 449 units between 30% to 50% AMI Realize 150 units between 30-50% AMI Realize 30 units between 30-50% AMI Realize 630 units between 50% to 80% AMI Realize 210 units between 50-80% AMI Realize 42 units between 50-80% AMI 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 2021 Outcome Reduce energy consumption by 25% below 2012 levels by 2030 and DMC-wide emissions per SF by 80% below 2005 levels by 2050" Benchmarking program includes over 200 buildings Benchmarking program includes 130 buildings Reduce DMC-wide emissions per SF by 22% below 2005 levels by 2025 Provide monthly reports toward DMC greenhouse gas, energy and sustainability goals Provide and evaluate 12 sustainability series events and assist with management of Rochester Earthfest 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 greenhouse gas, energy and sustainability goals across sectors (commercial, industrial, residential) Complete Sustainability and Resiliency Task Force (SRTF) plan led by City of Rochester and begin project implementation 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 begin work on Phase 2 projects 141 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 2021 Outcome Create 35,000-45,000 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 10 higher education students in interning DMC district businesses, in addition to Mayo Clinic programs 5 high school students from the City of Rochester or region are hosted by businesses in Discovery Square for an experiential learning opportunity Achieve targeted business and workforce goals: Women Workforce Participation: 9% Minority Workforce Participation: 15% Targeted Business Goal: 7% Construction Targeted Business Goal: 4% Achieve targeted business and workforce goals: Women Workforce goal: 7% Minority Workforce goal: 15% Targeted Business goal: 7% Construction Business goal: 4% 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 2021 Outcome Develop 1.02M SF new bio-med, health tech space Develop 330,000 SF of Bio-Med-Tech space Two Discovery Square construction underway Attract more than $5 billion in private investment More than $1 billion of new private development, consistent with development plan, underway Complete West Transit Village master plan Complete downtown waterfront plans (Riverfront Re-imagined and south waterfront) Work with stakeholder partners to complete UMR/education/recreation sub-district plan 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 2021 Outcome Show quantifiable improvements in community health measures Apply health-in-design process to 5 infrastructure projects Integrate members of underrepresented communities into economic recovery strategy planning 142 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 2021 Outcome Engagement: Build a community of stakeholders that see themselves in the DMC vision Community reports higher understanding of the DMC initiative and its importance to local community Increase community participation DMC general and targeted engagement activities by underrepresented communities by 100% Increase the number of strategic community engagement collaborations/activities with targeted audiences, including seniors/retirees, young families, S.E. MN residents, underrepresented communities, and small business owners Achieve the highest quality patient, companion, visitor, employee, and resident experience Achieve the highest quality patient, companion, visitor, employee, and resident experience Create/collaborate on projects that support a world class destination to enhance the quality of the experience for patients, visitors and residents in Rochester, including projects related to patient and visitor arrival, end-of-first-day support, and wayfinding; and resident needs based on 2021 research. Collaborate with stakeholders to establish experience measurement progress benchmarked against original 2015 data Integrate health and social equity in DMC operations and projects Through collaboration, integrate equity into DMC project and program development 143 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 2021 Outcome Create 35,000- 45,000 new jobs, including 3,230 in bio-med-tech DMC Assistive Tech Challenge (ATC) enables formation of 10 new ATC-related businesses, creating 25 new jobs toward the goal of creating 510 Mayo and non-Mayo new jobs For DMC Assistive Tech Challenge, deliver 10+ workshops, have 5+ Rochester applications, 20+ MN applications, 10+ applications from other states, and 2+ international applications Develop 330,000 SF of Bio-Med-Tech space Support the opening of 5+ startup businesses Programming supports the formation of 20 new startup companies and 100+ new jobs, toward the goal of creating 510 Mayo and non-Mayo new jobs in bio-med-tech Help retain and grow existing businesses by directly engaging with 25+ business operators within the DMC district Deliver 10+ entrepreneurism programs in collaboration with other organizations 200+ new jobs created by recruiting 20 new bio- med-tech businesses into Discovery Square toward the goal of creating 510 Mayo and non-Mayo new jobs in bio-med-tech Secure at least 4 new bioscience businesses in Discovery Square Attract more than $5 billion in private investment More than $1 billion of new private development, consistent with development plan, underway Add new target marketing audiences including Digital Health, Entrepreneurs and Retail, Dining and Entertainment Generate a minimum of 150 business and economic development leads per quarter Continue to build greater state, national and international awareness Drive qualified traffic to www.dmc.mn, increasing engagement, lead generation and movement through the sales funnel Increase earned media coverage by 10% using various communication tactics Retail developments active across all DMC subdistricts Retail strategy implemented in DMC district Retail, Dining, Entertainment (RDE) current COVID-19 assessment and markets study conducted RDE recruitment/retention strategy developed, with a focus on Heart of the City and Discovery Square that supports residents, visitors and workers 144 5.Operating Budgets The budget, developed to achieve the strategic objectives identified in the workplan, has been prepared by DMC EDA and DMC City of Rochester Project Management teams with the advice of DMC Corporation and DMC EDA board members and City of Rochester elected and administrative leaders. •The 2021 DMC EDA funding request to the Destination Medical Center Corporation of $2,235,776, which represents a year-over-year decrease in funding of $334,370, or approximately 15%. •The 2021 DMC EDA funding contributed by Mayo Clinic towards the operational, project, and program expenses of the DMC EDA totals $1,314,970, continuing the same DMC funding support provided by Mayo Clinic in 2020. •The 2021 DMC City of Rochester Project Management team funding request to the Destination Medical Center Corporation is $696,215, which represents a year-over-year increase in funding of $35,691, or approximately 5%. 2020 DMC Funding 2021 DMC Funding YOY DMC Funding Change ($) 1 Employee Services $580,808 $609,658 $28,850 $580,808 $609,658 $28,850 2 Rents and Leases $0 $2,500 $2,500 3 Adv, Publishing, & Printing $0 $7625 $7,625 4 Contractual Mtce & Repair $0 $38,000 $38,000 5 Expert and Professional Services $0 $8000 $8,000 6 Communications $0 $1,880 $1,880 7 Travel/Training/Business Mea $12,500 $6,650 -$5,850 8 Subscriptions/Bks/Membership $0 $5,075 $5,075 9 Office Supplies $0 $2,100 $2,100 10 Other Charges $0 $14,727 $14,727 11 Miscellaneous $15,900 $0 -$15,900 12 Professional Development $5,000 $0 -$5,000 13 Office $3,900 $0 -$3,900 14 Information Technology $42,416 $0 -$42,416 $79,716 $86,557 $6,841 TOTAL BUDGET $660,524 $696,215 $35,691 Subtotal 2021 DESTINATION MEDICAL CENTER CITY OF ROCHESTER PROJECT MANAGEMENT BUDGET Staff Costs Subtotal Operational Costs 145 2020 DMC Funding 2021 DMC Funding YOY DMC Funding Change ($) 2020 Mayo Clinic Funding 2021 Mayo Clinic Funding YOY Mayo Clinic Funding Change ($)Total 2021 Budget 1 Payroll $809,396 $833,678 $24,282 $998,775 $741,560 -$257,215 $1,575,238 2 Benefits $140,809 $145,033 $4,225 $0 $0 $0 $145,033 3 Payroll Expenses $6,831 $9,620 $2,789 $0 $0 $0 $9,620 4 Transportation/Transit Subsidy $8,446 $9,600 $1,154 $0 $0 $0 $9,600 5 Reimbursements $0 $0 $0 $0 $0 $0 $0 $965,481 $997,931 $32,450 $998,775 $741,560 -$257,215 $1,739,491 6 Rent and Utilities $1,400 $1,200 -$200 $122,695 $128,830 $6,135 $130,030 7 Equipment Rentals/Furniture $0 $0 $0 $0 $0 $0 $0 8 Office Supplies/Consumables $20,000 $18,000 -$2,000 $0 $0 $0 $18,000 9 Room Rental $0 $0 $0 $0 $0 $0 $0 10 Postage, and Shipping $1,500 $1,500 $0 $0 $0 $0 $1,500 11 Website Drafting/Hosting $18,310 $19,200 $890 $0 $0 $0 $19,200 12 IT Hardware, Software and Support $25,939 $35,200 $9,261 $0 $0 $0 $35,200 13 Miscellaneous Costs $2,546 $2,784 $238 $0 $0 $0 $2,784 $69,695 $77,884 $8,189 $122,695 $128,830 $6,135 $206,714 14 Print & Collateral $40,000 $45,000 $5,000 $0 $0 $0 $45,000 15 Outreach and Local Events $107,000 $45,000 -$62,000 $0 $98,580 $98,580 $143,580 16 Subscriptions and Memberships $5,000 $10,561 $5,561 $0 $0 $0 $10,561 17 Conferences, Meetings, Travel & Participation $92,000 $23,500 -$68,500 $0 $0 $0 $23,500 18 Economic Development $563,200 $409,100 -$154,100 $193,500 $219,000 $25,500 $628,100 $807,200 $533,161 -$274,039 $193,500 $317,580 $124,080 $850,741 19 Legal Services $45,000 $41,400 -$3,600 $0 $0 $0 $41,400 20 Website Management and CRM $32,770 $15,500 -$17,270 $0 $25,000 $25,000 $40,500 21 Marketing Communications & Advertising $435,000 $447,500 $12,500 $0 $0 $0 $447,500 22 Strategic Public Relations $65,000 $0 -$65,000 $0 $62,000 $62,000 $62,000 23 Contracted Support Staff $65,000 $35,000 -$30,000 $0 $40,000 $40,000 $75,000 24 Financial Reporting Services $35,000 $28,400 -$6,600 $0 $0 $0 $28,400 $677,770 $567,800 -$109,970 $0 $127,000 $127,000 $694,800 25 Insurance & Taxes $50,000 $59,000 $9,000 $0 $0 $0 $59,000 26 Miscellaneous Costs / Contingency $0 $0 $0 $0 $0 $0 $0 Subtotal $50,000 $59,000 $9,000 $0 $0 $0 $59,000 TOTAL BUDGET $2,570,147 $2,235,776 -$334,370 $1,314,970 $1,314,970 ($0)$3,550,746 Miscellaneous Costs 2021 DESTINATION MEDICAL CENTER ECONOMIC DEVELOPMENT AGENCY BUDGET Economic Development Subtotal Professional Services Subtotal Subtotal DMC EDA Staff Costs Subtotal DMC EDA Operational Costs 146 DMCC 2020 Budget Worksheet and Proposed 2021 Budget Proposed 2014 2015 2016 2017 2018 2018 2019 2019 2020 2020 2021 Account Description Actual Actual Actual Actual Budget Actual Budget Actual Budget Actual 7/20 Budget DMC Corporation Revenues -5,416,447 -3,602,320 -2,288,340 -2,471,264 -2,852,106 (2,581,654) 1,161,491 Interest Earned 6 (14) 6 Building Rent 3,173 21,232 18,907 32,558 35,000 24,050 35,000 34,017 35,000 8,190 36,750 (3) Rents and Leases 3,173 21,232 18,907 32,558 35,000 24,050 35,000 34,017 35,000 8,190 36,750 Audit Services 0 2,839 3,000 2,897 3,000 3,000 3,000 3,150 3,500 3,300 4,000 (4) Legal Consultants 455,165 324,144 217,195 172,584 250,000 160,503 225,000 146,785 200,000 71,203 (1)(2)180,000 (5) Accounting Consultants 0 1,144 1,000 1,800 1,500 1,050 2,000 1,100 2,000 1,150 2,000 Other Expert & Professnl Srvc 21,927 13,913 17,333 11,145 40,000 7,994 35,000 10,418 20,000 2,053 20,000 Expert & Professional Services 477,092 342,040 238,528 188,426 294,500 172,547 265,000 161,452 225,500 77,706 206,000 Travel and training 10,508 976 538 0 5,000 272 5,000 322 5,000 153 5,000 Business meal expenses 0 35 0 1,000 0 1,000 1,000 1,000 Travel/Training/Business Meals 10,508 976 573 0 6,000 272 6,000 322 6,000 153 6,000 Comprehensive Liability Ins 4,713 17,601 15,303 16,136 20,000 14,171 20,000 13,607 20,000 10,874 20,000 Insurance ‐ Misc others Insurance and Bonds 4,713 17,601 15,303 16,136 20,000 14,171 20,000 13,607 20,000 10,874 20,000 Contractual Services Contractual Services Professional & Contracted Srvcs 495,486 381,850 273,311 237,120 355,500 211,040 326,000 209,398 286,500 96,922 268,750 Other Supplies Supplies Materials and Supplies 0 0 0 0 Interest 54 13 19 100 27 20 4 Other Charges 25 25 100 25 25 Other Charges 54 38 44 200 52 0 45 0 4 0 Expenditures 495,486 381,903 273,349 237,164 355,700 211,093 326,000 209,443 286,500 96,926 268,750 Other Financing Uses DMC EDA Corporation - Net Revs - Exps -4,920,961 -3,220,416 -2,014,991 2,234,105 2,496,406 2,370,576 2,571,406 1,052,444 2,570,147 1,156,493 City DMCC Project Management 660,524 420,858 Keep It Local Grants - COVID-19 Response - 49,078 City Support Expenses 0 125,000 0 Total DMCC & EDA 2,471,269.43 2,852,106 2,581,668.57 2,897,406.00 1,261,886.77 3,517,171.00 1,723,355.28 268,750.00 (1) This amount reflects expenses from January - May, 2020 (2) The amount of fees due or unbilled as of July 31, 2020 is $14,123.81 (3) This amount represents a 5% increase for 2021 (4) The DMCC is issuing an RFP for audit servies in 2021. This amount represents a 14% increase for 2021 (5) This amount reflects a 10% decrease for 2021 1259557.xls 148 E. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ___-2020 Approving the 2021 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 DMCC and EDA operations (collectively, the “Loan Documents”); 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 2021 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, as amended; and WHEREAS, the EDA has submitted an EDA Request for Extension of the Working Capital Loan for 2021, requesting that the Loan Documents be extended for 2021 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, as amended, and has provided the required annual reconciliation of advances and eligible expenses paid from such advances; and WHEREAS, the DMCC and EDA Requests for Extension of the Working Capital Loan for 2021 are attached as Exhibit A. RESOLUTION NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center Board of Directors that the 2021 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 1) 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; and 2) staff is directed to provide an annual reconciliation of budget amounts and expenditures for each of the capital projects. 149 2 BE IT FURTHER RESOLVED, the EDA Request for Extension of the Working Capital Loan for 2021, and the DMCC Request for Extension of the Working Capital Loan for 2021, attached as Exhibit A and 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 2021 DMCC Funding Request, the Five Year Capital Plan, and the extension of the Loan Documents, including, but not limited to, the authority to execute, deliver, and perform, in the name of and on behalf of the DMCC, the DMCC Request for Extension of the Working Capital Loan for 2021 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. 1261764-2.DOCX 150 EXHIBIT A DMCC REQUEST FOR EXTENSION OF WORKING CAPITAL LOAN FOR 2021 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, as amended, 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 Attachment 1 is a true and correct annual reconciliation of the DMCC Tranche Advances made through June 30, 2020 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 Attachment 1 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 Attachment 2 is a true and correct copy of the EDA Request for Extension of the Working Capital Loan for 2021. 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: ________________, 2020 Authorized DMCC Representative 1257388-2.DOCX 151 ATTACHMENT 1: RECONCILIATION OF DMCC TRANCHE ADVANCES Through June 30, 2020 152 ATTACHMENT 1 153 ATTACHMENT 2: EDA REQUEST FOR EXTENSION OF THE WORKING CAPITAL LOAN FOR 2021 154 DESTINATION MEDICAL CENTER ECONOMIC DEVELOPMENT AGENCY Approving the 2021 DMC EDA Funding Request and the Extension of Working Capital Loan 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 support costs incurred by the City of Rochester; and WHEREAS, the EDA has submitted an EDA Request for Extension of the Working Capital Loan, that the Loan Documents be extended for 2021 in the amount of $75,000, as such amount may be adjusted by the City pursuant to Section 2.8(c) of the Agreement, and has provided the required annual reconciliation of advances and eligible expenses paid from such advances. RESOLUTION NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center Economic Development Agency Board of Directors that the 2021 EDA Funding Request and the EDA Request for Extension of the Working Capital Loan for 2021, are approved. _________________________________ Jeffrey Bolton President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Integrated Transportation Study (ITS), adopted by DMCC and Rochester City Council in 2018 recommended development of a robust multimodal transportation system. Based on market demand studies, forecasts for downtown growth, and an understanding of the city’s street and infrastructure capacity, the following model was developed: RAPID TRANSIT CIRCULATOR: To achieve the goal of increasing the number of transit riders, the DMCC and City of Rochester, with support from Olmsted County, established a vision for a transit line connecting the Graham Park area with the downtown and St. Marys areas and ultimately to Cascade Lake. This alignment provides connection to jobs, entertainment, park space, housing, and parking infrastructure. DMCC and Rochester City Council directed staff to advance a grant application to the Federal Transit Administration in its 2020 application cycle, the deadline for which is August 28, 2020. The grant application seeks 49% of the capital costs to be covered by the Federal government, with the remaining portion paid by local sources (primarily DMC State and County Transit Aid). Click here to view the draft grant application. To meet the August submittal deadline, it was determined that the Rapid Transit program will develop in two phases. The first phase consists of the Second Street corridor, connecting Cascade Lake to the Government Center. This will achieve many of the goals for the Transit system, such as providing a much better ridership experience, reducing pressure on downtown parking, providing better transit access to residents of nearby neighborhoods, and reducing single occupancy vehicles on Second Street. 169 The second phase, which travels north and south along Broadway, will advance once there is consensus around the details for the terminus on this leg of the route. Key Characteristics: • Three-mile Bus Rapid Transit line with 8 stations • Business access and transit (BAT) lanes. • Saint Marys Transit Station and pedestrian access tunnel. • Electric vehicles. • Weekday schedule: 5am-11pm, service every 5 minutes from 6-9 am and 3-6 pm. • Service every 10 minutes other times, including weekends. • Weekend schedule 8 am – 11 pm. ADDITIONAL TRANSPORTAITON UPDATES: Downtown Rochester will continue to add new parking infrastructure, but continued employment, visitation, and residential growth is expected to exceed parking supply. Developing an efficient and effective transportation management system, “mobility hubs” adjacent to the downtown core, and extending Rochester’s robust pedestrian trail network into downtown are all core strategies to addressing ongoing growth. In 2020-2021, transportation activities include: • Completing design and continuing construction of transit and infrastructure projects and the pedestrian trail system • Integrating Second Street SW/Saint Marys Campus public realm and transportation designs • Communicating transportation planning and improvements to community and measuring the successful implementation of the transportation plan • Participating in autonomous vehicle pilot program • Engaging with developers and the City of Rochester to consider system-wide parking solutions • Identifying strategies that encourage alternative commuting habits and participating in the “Arrive Rochester” transportation management association Mission, Vision, and/or Goals: The transportation element of the DMC Development Plan serves as a guiding investment strategy based on sound market analysis and full integration with the 20-year DMC development program. Work plan or capital improvement budget implications: The 2020 DMC CIP includes $3.872 million for transit circulator development. Approvals, milestones, and decision points: February 2019 Transit hub locations approved May 2019 Approval of Locally Preferred Alternative September 2019 Budget Approval for FTA Application May 2020 DMCC board phasing and boundary modification discussion August 2020 DMCC review of FTA submission 170 ROCHESTER RAPID TRANSIT SMALL STARTS APPLICATION INFORMATION ABOUT THE RAPID TRANSIT PROJECT Rochester Rapid Transit is an approximately three-mile bus rapid transit (BRT) route that will run from the West Transit Village to downtown Rochester via 2nd Street SW, with stations at 19th Avenue, Saint Mary’s Hospital, 6th Avenue, 2nd Avenue, 1st Avenue, and on 4th Street near 3rd Avenue. Rapid Transit stations will include shelter, heat, level boarding, real-time passenger information, and off-board fare payment. At the Saint Marys Hospital station, a transit center will be constructed on the north side of 2nd Street SW along with a pedestrian tunnel connecting the hospital and transit center. Rapid Transit will likely operate in business access and transit (BAT) lanes for most of its length and transit signal priority will be implemented along the route. The direction of travel for the loop has yet to be determined. The rapid transit service will use seven electric articulated vehicles of an 11-bus fleet with unique branding. Depot chargers located at the existing Rochester Public Transit operations and maintenance garage will charge vehicles overnight. ROCHESTER RAPID TRANSIT SMALL STARTS APPLICATION INFORMATION ABOUT THE RAPID TRANSIT PROJECT Rochester Rapid Transit is an approximately three-mile bus rapid transit (BRT) route that will run from the West Transit Village to downtown Rochester via 2nd Street SW, with stations at 19th Avenue, Saint Mary’s Hospital, 6th Avenue, 2nd Avenue, 1st Avenue, and on 4th Street near 3rd Avenue. Rapid Transit stations will include shelter, heat, level boarding, real-time passenger information, and off-board fare payment. At the Saint Marys Hospital station, a transit center will be constructed on the north side of 2nd Street SW along with a pedestrian tunnel connecting the hospital and transit center. Rapid Transit will likely operate in business access and transit (BAT) lanes for most of its length and transit signal priority will be implemented along the route. The direction of travel for the loop has yet to be determined. The rapid transit service will use seven electric articulated vehicles of an 11-bus fleet with unique branding. Depot chargers located at the existing Rochester Public Transit operations and maintenance garage will charge vehicles overnight. Rochester Rapid Transit by the numbers: • 3 Miles • 8 Stations • Service every 5 minutes during peak periods, every 10 minutes other times • Estimated opening day ridership: 11,000 trips • Cost to construct: $114 million • Annual cost to operate: $2.82 million ROCHESTER RAPID TRANSIT BY THE NUMBERS: 3 Miles 8 Stations Service every 5 minutes during peak periods, every 10 minutes other times Estimated opening day ridership: 11,000 trips Cost to construct: $114 million Annual cost to operate: $2.82 million 171 SMALL STARTS OVERVIEW The Federal Transit Administration funds transit capital investments such as bus rapid transit through its Capital Investment Grants Program. Within the Capital Investment Grants Program, FTA has three funding streams: Core Capacity, New Starts, and Small Starts. Small Starts is for projects with capital costs of less than $300 million and federal funding requests lower than $100 million. Rochester Rapid Transit is a Small Starts Project. Federal law requires transit agencies seeking Capital Investment Grants funding to complete a series of steps over several years. The law also requires projects’ characteristics and project sponsors’ finances to be rated by FTA at various points in the process. The Small Starts application that the City of Rochester will submit this August will allow FTA to rate the project. Projects that receive an overall rating of “medium” or better are eligible for federal funds. The timeline for receipt of federal funds is uncertain and at the discretion of the federal government. A higher rating does not necessarily mean that a grant award will be made sooner. Available funds, political persuasion, and the mix of projects in the queue are all factors in the timing of the grant. SMALL STARTS APPLICATION To develop a rating of the project, FTA requires local project sponsors, such as the City of Rochester, to submit an application that responds to two sets of criteria as set forth in transportation law: • Project justification criteria: These criteria measure the anticipated benefits and costs of implementing the Rapid Transit project. They include mobility improvements (project ridership), environmental benefits, congestion relief, economic development effects, land use, and cost-effectiveness. • Local financial commitment criteria: These criteria measure the extent to which the City of Rochester has stable and dependable financing sources to construct, maintain, and operate the transit system while continuing to maintain and operate RPT. Each criterion is rated by FTA on a five-point scale, from low to high. Summary project justification and local financial commitment ratings are prepared and combined to arrive at an overall project rating. 172 PROJECT JUSTIFICATION CRITERIA FTA will determine the project’s ratings based on project data submitted by the City of Rochester. Each criterion is explained in more detail below and includes the project team’s estimated rating based on project information gathered to-date and the consultant team’s prior experience on FTA Capital Investment Grants. Each of the six criteria are weighted equally (16.66 percent) in the total project justification score. Estimates are not a guarantee of rating outcomes. Mobility improvements (16.66%) This criterion measures annual ridership on the project. Trips taken by transit dependent persons are counted twice. Trips on the project that are transfers from other bus routes also count. Estimated rating: Medium- Low Environmental benefits (16.66%) This criterion measures the dollar value of the anticipated direct and indirect benefits to human health, safety, energy, and the air quality. These benefits are computed based on the change in vehicle miles traveled (VMT) resulting from implementation of the proposed project. Estimated rating: Medium- Low Congestion relief (16.66%) FTA evaluates congestion relief based on the number of new weekday transit trips resulting from implementation of the project. This is an indirect measure of roadway congestion relief resulting from implementation of a transit project, but it serves as an indicator of potential cars taken off the road. Estimated rating: Medium Cost effectiveness (16.66%) FTA measures cost effectiveness on Small Starts projects by dividing the annualized federal share of the project’s capital cost by the total annual trips on the project. (The federal share of the capital cost is 49%.) Estimated rating: Medium- High Land use (16.66%) FTA rates a project’s land use based on existing conditions: • Corridor and station area development and development character • Station area pedestrian facilities, including access for persons with disabilities • Corridor and station area parking supply • The proportion of legally-binding affordability- restricted housing within the project’s station areas to the proportion of legally-binding affordability-restricted housing in Olmsted County Estimated rating: Medium- Low Economic Development (16.66%) This criterion measures the extent to which the transit project is likely to induce additional, transit-supportive development in the future. It is based on a qualitative examination of local plans and policies to support economic development proximate to the project. Preparation of the TOD plans in 2019-2020, New Rapid Transit for a Growing Equitable Rochester, was key to a strong rating on this criterion. Estimated rating: Medium Overall Project Justification Rating Medium 173 LOCAL FINANCIAL COMMITMENT CRITERIA FTA will determine the project’s local financial commitment rating based on a financial plan and 20-year cashflow submitted by the City of Rochester. Each local financial commitment criterion is explained in more detail below and includes the project team’s estimated rating based on Rochester Public Transit and City of Rochester financial information gathered to-date. Estimates are not a guarantee of rating outcomes. Current Condition (25%) FTA will base the rating for this criterion on RPT’s average fleet age, current asset to liability ratio, and to a lesser extent, recent bond ratings and recent service history. Estimated rating: Medium- High Commitment of Funds (25%) FTA’s rating on this criterion is based on the percentage of funds (both capital and operating) that the City and its partners have committed or budgeted versus those considered only planned or unspecified. Estimated rating: Medium- High Reliability/ Capacity (50%) To rate the project on this criterion, FTA will evaluate the reasonableness of the capital cost estimate and the capital and operating planning assumptions, adequacy of meeting state of good repair needs, and the City’s financial capacity to withstand cost increases or funding shortfalls. Estimated rating: Medium- High FTA Funding If the FTA Capital Investment Grant comprises less than 50% of the capital cost of the project, the financial rating is increased one level. Rochester requests 49% of the capital cost from FTA. Overall Financial Rating High ESTIMATED OVERALL RATING Combining the medium rating on the project justification criteria and the high rating on the local financial commitment criteria results in an overall rating estimate of medium-high. The estimated ratings are based upon review of FTA’s guidance and experience working with communities and agencies on FTA Capital Investment Grant projects. This estimate is not a guarantee of rating outcomes. PROJECT NEXT STEPS Preliminary engineering on the project is underway and several major project decisions are on the horizon. • The project team has been working on the design of business access and transit (BAT) lanes on 2nd Street. This fall, the team will reach out to property/business owners along the alignment that may be affected by changes in access or parking as a result of the implementation the BAT lanes. • A traffic analysis is underway for the entire corridor. Later this fall, public meetings, neighborhood meetings, and small-group meetings will be held virtually (and in-person if possible) to share the outcomes of the traffic analysis with interested residents. • This fall, an increased public engagement effort will be implemented which will include assembling a group of interested residents and stakeholders to participate in the station architecture and design process. • The environmental review process (NEPA), which includes an assessment of traffic impacts on surrounding neighborhoods, will begin this fall. 174 2020 2021 2022 2023 2024 2025 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Rochester Rapid Transit Timeline and Milestones July 2020 TestingTesting Co design process starts Public engagement on station architecture and design Public engagement on guideway design Public engagement on tra c changes Con rm loop direction Con rm platform locations 30% design plans complete Submit application Project rating published*Application resubmittal**Small Starts Grant Agreement*** *If project receives a rating of medium or better it is eligible for a Small Starts grant. Timing of the Small Starts grant is at the discretion of the federal government. **Only if project has changed substantially. ***Award of the Small Starts grant is at the discretion of the federal government. Date shown is an estimate. Publish environmental document Opening Day FTA Capital Investment Grant Program: Small Starts FTA Capital Investment Grant Program: Small Starts Final DesignFinal Design ConstructionConstruction Traffi c AnalysisTraffi c Analysis Station Architecture and DesignStation Architecture and Design National Environmental Policy Act ProcessNational Environmental Policy Act Process Submit class of action to FTA Preliminary DesignPreliminary Design BRT Guideway DesignBRT Guideway Design Prepare Small Starts readiness package Public engagement on environmental document contents Public engagement on environmental fi ndings 175 176 F. DESTINATION MEDICAL CENTER CORPORATION RESOLUTION NO. ___-2020 Approving Downtown Rapid Transit Small Starts Funding Application Submittal to the Federal Transit Administration’s Capital Investment Grant Program BACKGROUND RECITALS By Resolutions 87- and 89-2019, the Destination Medical Center CorporationA. (“DMCC”) considered the route alignment and mode for the Downtown Rochester Rapid Transit Project (“the Project”) and adopted a locally preferred alternative (“Locally Preferred Alternative”) for route and alignment (2nd Street and Broadway) and mode (bus rapid transit, or “BRT”), subject to approval by the City of Rochester (the “City”). The City subsequently approved the Locally Preferred Alternative on November 18, 2019 and submitted a request to the Federal Transit Administration (“the FTA”) to enter the Project Development phase as part of the FTA Capital Investment Grant Program. On February 10, 2020, the Project was granted entry into the FTA Project Development phase. On May 4, 2020, the City approved a phased implementation strategy for theB. Locally Preferred Alternative. The first phase of the refined Locally Preferred Alternative consists of BRT from the Mayo West Lot to downtown Rochester. On May 28, 2020, the DMCC approved a phased implementation of the Locally Preferred Alternative. By Resolution 98-2020, the DMCC initiated a boundary modification process toC. adjust the development district, the geographic area in the City, identified in the Development Plan (adopted on April 23, 2015, as amended) in which public infrastructure projects are implemented as the Destination Medical Center development district (“the Development District”) to include the route and transit village location for Phase 1 of the Locally Preferred Alternative, known as the West Transit Corridor. Staff from the City and the Destination Medical Center Economic DevelopmentD. Agency (“EDA”) were directed to advance a Small Starts grant application to the FTA in its 2020 application cycle, and now recommend it for approval. The City approved the Downtown Rapid Transit Small Starts Funding ApplicationE. (the “Application”) on August 17, 2020. RESOLUTION NOW THEREFORE, BE IT RESOLVED, by the Destination Medical Center Corporation Board of Directors that it approves submittal of an application for funding of the Downtown Rapid Transit Locally Preferred Alternative, to the FTA Small Starts Program, subject 177 to approval by the Rochester City Council, which approval was granted on August 17, 2020. The Application is dated August 28, 2020, and is on file with the EDA and City offices. BE IT FURTHER RESOLVED, that the DMCC ratifies and supports the Project and the Locally Preferred Alternative, as evidenced by the allocation of funding in its Five-Year Capital Improvement Plan of even date. BE IT FURTHER RESOLVED, that staff from the City and EDA are requested to establish regular milestones for reporting the benchmarks and progress of the Application process to the DMCC. BE IT FURTHER RESOLVED, that the further evaluation, analysis, planning and design with respect to the Downtown Rochester Rapid Transit Locally Preferred Alternative, including preparation for and submission to the FTA, are deemed to be arising from and in furtherance of the Integrated Transit Studies, and the DMCC approves this work as a public infrastructure project within the meaning of Minnesota Statutes Section 469.40, subdivision 11, and consistent with the Development Plan. BE IT FURTHER RESOLVED, that the Chair or Secretary is authorized to take such actions as are necessary and appropriate to effectuate the terms of this Resolution and the timely progression of the Application and approval process. 1261891-4.DOCX 2 178 Heart of the City To: DMCC Board of Directors From: DMC Economic Development Agency Date: August 21, 2020 Request of the DMCC board of directors: • No Action Requested Background: 2020 Peace Plaza Construction Restoration of its public space, Peace Plaza and the adjacent street, has been in the planning stage for several years. It is a transformative common ground project that includes improved safety, accessibility, universal design elements, sustainability, integrated art, and improved infrastructure to enhance the overall user experience. Work started on the Heart of the City Phase One Construction on April 6, 2020. Prior to construction beginning, a hyper-local focused strategy to reach potential local and regional sub-contractors was put into place. As a result of this initiative, 40% of the bid packages were awarded to Rochester-based businesses and a total of 92% were from Minnesota. Original bids, including construction procedures designed to minimize disruption to existing businesses, came in well in excess of the original project budget. Subsequently, bid documents were rewritten and the project rebid with certain components treated as optional additional alternates pending review of all bids. Both Rochester City Council and DMCC authorized the inclusion of the add-alternative for a snow melt system, requiring an additional $1.6 million expenditure over original budget. Source of funds for $1.6 million is the CIP. Business Forward Construction DMC EDA, City of Rochester, and other partners have been working with Heart of the City property owners, business operators, and community stakeholders to design a construction process intended to minimize negative impact on nearby businesses through improved construction communications, scheduling, and pace. As previously shared, there is a cost premium associated with implementing a “business forward” approach of approximately 8% of project costs. These additional expenses have been absorbed in the overall project costs listed above. Business Forward is a construction strategy that focuses on encouraging pedestrian traffic and supporting the local businesses. It is a priority for the project team and extremely important for the vitality of Heart of the City during the disruption. While preparing for construction, the project team met with the businesses and landowners in the area to understand their needs during construction. The information gathered from many stakeholders, including the Rochester Downtown Alliance and Rochester Chamber of Commerce, informed the Business Forward Strategy. Business Forward principles include: • Access, Safety and Smart Micro -Construction Phasing • Communication • Activation and Programming These principles are being applied in ways that are mindful of the social-distancing and other safety precautions necessary to avoid COVID-19 transmission. 179 Since the start of the construction, the team has continually evaluated ways to accelerate the schedule: 1. Earthwork and utility crews have been working 60+ hours per week through the duration of the project. 2. The project required 2 – 3 utility crews to be working simultaneously on the different areas of the project (2nd Street, Peace Plaza, and 1st Avenue). This allowed work to be completed simultaneous to one another and would have taken an average of 2.5 times as long if it were bid with one crew. 3. The rock trencher was an innovative solution that drastically reduced the time, sound and dust for the extensive rock removal. 6. Micro-phasing to support the business forward initiative which has been accelerated to finish areas of the project this year that were originally planned to be completed next year. These improvements, plus continual aggressive planning will have a dramatic impact on the final completion dates benefiting the local businesses and community. The team feels that the following dates are achievable with a favorable winter. Project Component Original Schedule New Schedule • Second Street Completion 09/28/2020 08/25/2020 • First Avenue South 07/28/2021 03/01- 07/01/2020 • First Avenue North 08/20/2021 12/23/2020 • Peace Plaza 08/13/2021 06/15/2021 Chateau Theatre The Chateau Theatre is now open to the public. The operator, EDG, is abiding by the Governor’s executive orders and limiting the number of patrons in the building. EDG is working with city staff, Mayo Clinic, DMC and other local organizations to adjust programming during this time. It is anticipated that the Chateau will host a local art bazaar and other acceptable socially distanced activities. Galleria/University Square Preliminary discussions have been initiated with the owners of Galleria/University Square around strategies to advance the DMC vision of connecting Mayo Civic Center to Mayo Clinic’s Gonda building via street level public realm. Fulfilling the DMC Vision, Mission, and/or Goals: Heart of the City subdistrict is a long-standing priority for the DMC Corp. board. It is home to many hotels, restaurants, entertainment venues, and medical facilities, many of which have been undergoing reinvestment. Transformation of the public realm, Peace Plaza, will be an asset to the downtown core, improve the patient, visitor and resident experience, and help spur future investment. Work plan or capital improvement budget implications: This project is funded via state GSIA funds generated through the DMC initiative, approved by both DMCC and Rochester City Council. Approvals, milestones, and decision points: 2016 Heart of City redesign commenced 2018 Schematic design approved, CIP authorized 2019 Construction documents completed and bidding initiated 2020 Contracts awarded. Request for additional spending. 2021 Anticipated completion 180 Discovery Square To: DMCC Board of Directors From: DMC Economic Development Agency Date: August 21, 2020 Request of the DMCC board of directors: • No action requested Background: • Economic Development Activities o Continue business development and recruitment activities to pitch Discovery Square as the best place in Minnesota for companies that want to grow. o Medical Alley has been working with DMC and others to develop a start-up initiative program in Rochester. • Discovery Walk o On June 15, 2020, the Rochester City Council approved the scope of services with Coen+Partners for development documentation, construction documents, bidding, community engagement and construction administration. Groundbreaking planned for Q4 or 2021. o The Design Team includes DMC, City of Rochester, Coen+Partners, Knutson Construction as owner’s representative, EZ Fabricating, Latent Design, Kimley-Horn, White Space Design and community co-designers from under-represented communities o A call for regional artists (Olmsted County) for art integration within overall design has been initiated with up to four artists to be selected. o Stakeholder engagement continues with businesses and neighborhood associations • Discovery Square 2 o Mortenson working aggressively to advance DS2 with an anticipated groundbreaking in Sept/Oct 2020 o Development Assistance Agreement and establishment of TIF District approved on April 20th o Finalizing parking solution with various stakeholders parking solution, working with various stakeholders. o Tenant recruitment plans and discussions continue with potential tenants. • One Discovery Square o 90% leased, some of the remaining space being fitted out as turn-key space. • Entrepreneurship activities o DMC part of the SE Minnesota Entrepreneurship grant award from Launch MN initiative. o The DMC Assistive Tech Challenge held on June 2, 2020. Had 34 applications from seven states, one US territory, and Canada. Event had 156 Zoom viewers and 20 Facebook live viewers, overall 42% of viewers were from outside of Minnesota. Open division winner was Recruitable IDD Employment from Bethel University. Professional division winner was Braze Mobility from Toronto) 181 • Discovery Square residential and retail activities o The Maven now leasing - residential and retail space. o The Residence Discovery Square now leasing - residential and retail space. o The Hue (formerly “324 Apartments”) under construction, Minnwest Bank first retail tenant. Fulfilling the DMC Mission, Vision, and/or Goals: Discovery Square is a new address for the future of bio-medical, research and technology innovation and a keystone to the DMC economic development strategy. The sub-district borrows from Mayo Clinic’s integrated care model to create an integrated district founded in the principles of translational medicine. Technology and innovation are core to the DMC economic strategy. Our vision is to promote an economic development structure that fosters advancement and growth of the medical, research, innovation, education, entrepreneurial and general business environment in Rochester. By attracting new businesses, supporting the launch and development of new startup businesses, and creating new public realm space, we aim to diversify the local economy, create jobs, generate new tax revenue, and create a place that fosters a vibrant community and attracts the workforce of the future. Work plan or capital improvement budget implications: The current DMC work plan describes a variety of initiatives supported by DMC 2020 operating and CIP funds, including the design documentation of Discovery Walk. Approvals, milestones, and decision points: November 2017 One Discovery Square ground- breaking October 2019 Discovery Walk CIP approved for Design doc. February 2020 Discovery Square 2 approved May 2020 Discovery Square Update 2020/2021 Discovery Walk RFP approval 182 I am pleased to provide you with the Destination Medical Center Economic Development Agency July 2020 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 July 2020 Visitor Info Booth in Heart of the City 183 'HYHORSPHQW3URMHFWs in the DMC District 1 184 2 'HYHORSPHQW3URMHFWs in the DMC District 185 Finance Economic Development •In response to COVID-19 the DMC EDA team has completed operational cost reductions and budget management. Work continues with resource allocation and prioritization. Sustainability July 2020 Updates 3 •Berkman Apartments- Completed June 2020. •Wells Fargo Renovation- Completed spring 2020. •Hyatt House- Anticipated completion spring 2021. •Discovery Square Two- Funding approved, anticipated ground breaking September/October 2021 •Titan Hilton Hotel- Completed spring 2019. •The Maven on Broadway - Completed summer 2019. •One Discovery Square- Completed summer 2019. •Hotel Indigo- Hotel completed early 2020, restaurant under construction. •Transportation- While retaining prior approved Locally Preferred Alternative for the Rapid Transit route, the DMC Corporation board on May 26, 2020 adopted a phased implementation strategy along with initiating the boundary modification process to adjust the DMC Development District to include route and transit village location for Phase I. Route: connecting a, (Phase I) transit village at Mayo Clinic-owed property near Cascade Lake to a, (Phase II) transit village potentially at Olmsted County-owned property. Mode: high amenity rapid transit (electric bus vehicles). Staff continue the engineering and environmental analyses and formalizing agreements with property owners with the intent to submit a Federal Transit Administration grant application by September 4, 2020. •Heart of the City phase one construction work started on April 6, 2020. Prior to construction starting a hyper-local focus strategy to reach potential local and regional sub-contractors was put into place. Rochester City Council authorized the inclusion of the add alternative for the snow melt system ($1.6m) for both the sidewalk and roadway within the project conditional of the DMC Corp. board approval on additional CIP funding. This action was supported by the board at the May 2020 DMC Corp. board meeting. DMC continues to lead a robust engagement strategy to minimize negative impact on nearby businesses. •Discovery Walk continues to move forward with design documentation work with Coen+Partners, DMC and City staff. City For Health initiative has been meeting regularly with under-represented communities for a series of co-design activities intended to incorporate their needs into the Discovery Walk design. The Discovery Walk next steps toward completion of design and construction documents was approved at a City Council meeting in June, 2020. •Chateau Theatre construction and installation of exhibits have been completed. Chateau Theatre has reopened after being temporary closed due to COVID19 . DMC funded project updates: •Energy Integration Committee (EIC) – The EIC continues to work on the projects identified in the strategic project plan including the 2nd partners, a large-scale solar installation led by RPU and completing analyses on two downtown district energy studies. •Voluntary Energy Benchmarking - The DMC and City released a summary energy benchmarking report in February 2020 on the inaugural program. The 2020 participants are working to submit data. The goal is to have 120 buildings participate this year. •Sustainability Series – In July, DMC invited a speaker from HGA architects, Lauren Piepho, to provide a presentation on mass timber, its applicability to development projects in the United States and beneficial environmental impacts. 35 people attended the virtual presentation.186 Traffic to DMC.MN: •July traffic showed 4,872K visits and 8,612K pageviews •Top pages: Home page, Heart of the City, Maps, Events, What is DMC? •Top 5 states: Minnesota, New York, Illinois, District of Columbia, California •Top 5 cities outside of Rochester: Minneapolis, New York, Chicago, Washington, Little Rock Social Media: Marketing & Communications •The DMC Team continues to meet with community members and groups on numerous topics. Most recently the DMC Team has started to focus on conversations with different community groups regarding Rochester’s recovery strategy (in partnership with other organizations). During these conversations, DMC is documenting feedback and sharing the feedback with other organizations as well. •Engagement specific to the Heart of the City construction continues. Weekly Zoom stakeholder meetings are held to provide construction updates and identify opportunities for improvement when working with business in the impacted area. A weekly newsletter is also published with important construction and Business Forward updates, and links to community partner resources. DMC, City of Rochester, Rochester Downtown Alliance, Rochester Area Chamber of Commerce and Mayo Clinic are all in attendance to listen and take feedback on impact of construction and COVID in the downtown area. •DMC is working with the Rochester Downtown Alliance and Experience Rochester to provide additional visitor and community member support in and around the downtown area. A temporary information booth has been installed to provide extra help to visitors of Rochester. Additional seating, cleaning, and programing have been implemented on the west side of the Peace Plaza, including the Heart of the City construction site. Community Engagement Experience 4 Newsletter: July 2020 Updates •Two newsletters were delivered to 3,941 subscribers in July. The average open rate was 24.4% (industry average: 21.8%) and the average click rate was 5.0% (industry average: 2.2%). DMC Marketing Campaign: •July Digital Display 1.1M impressions; 668 clicks and average click through rate of 0.06% •July Paid Search 9,212 impressions; 347 clicks and average click through rate of 3.77%. Blog •Six blogs were published in July. •Social media channels that saw growth in June included Facebook (+2), Twitter (+25) LinkedIn (+27) and Instagram (+34) Media News Stories: •In July, 44 DMC- related stories were published in the media and 228 social media mentions. Highlights: •RecruitABLE Job Board •Rochester Developing Long-Range Plans for AMPI, KMART Sites •Sustainable Building with Mass Timber •Rochester Ready Embraces City Mask Requirement •How Quick Collaboration Led to Downtown Rochester’s Creative Outdoor Dining •Downtown Rochester Gets Daily Cleaning 187 188 Organizational Response to COVID-19 To: DMCC Board of Directors From: DMC EDA Staff Date: August 21, 2020 Overview: Current environment and key assumptions • Economic recovery will be measured in months and/or years • The global pandemic has affirmed Rochester’s and Mayo Clinic’s position as the global center for health care and research • Continued local, state, and federal stimulus programs could provide resources for jobs and public infrastructure investment • DMC is an economic development initiative; our efforts should focus on economic recovery and resilience • Proactive efforts by DMC complement community, regional, state and federal responses • DMC should do what it can to blunt the harsh effects of this economic crisis and ensure that our economy is in the best possible position when it subsides DMCC Executive Committee direction • Accelerate job creation • Keep our foot on the gas • Support economic recovery and resilience Development Plan Five Year Update • Progress in Phase 1 (2015-2019) • DMC Phase 1 Priorities: Heart of the City, Discovery Square, Transportation • DMC Goals • Possible COVID-19 impacts on update to plan DMC EDA operations and work plan • Operations o Staff safety o Cost reductions and budget management • Work Plan o Reprioritization based on key assumptions, direction from DMCC executive committee, and available staff and budget resources o Assessment and redeployment of DMC EDA budget resources o Development of new and innovative strategies and tactics to achieve work plan objectives and continue to establish DMC as a leader in economic recovery and resiliency 189 Recent Activities Include: Initial COVID funding has been provided to purchase Jersey barriers. Due to the regulations on decreased occupancy levels in restaurants and bars expanding outdoor dining has been a create solution to serving more customers. The Jersey barriers were provided to several downtown restaurant and bars in order to provide an innovative solution for safe seating outdoors. 190 Destination Medical Center Economic Development Agency & City of Rochester DMC Project Management Team 2020 Workplan Updated: August 14, 2020 191 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 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 192 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 193 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 Status 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 194 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 Status 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 Status 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 Discovery Square Two 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 Status 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 Status 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 195 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 Status 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 2020 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 196 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 Status 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 by 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 Status Ensure compliance with specific requirements of the DMC Act Update Development Plan 197 198