HomeMy WebLinkAbout11/17/2023 DMCC Board of Directors Meeting - Agenda and Meeting PacketDestination Medical Center Corporation
Board of Directors Meeting
Friday, November 17, 2023
9:30 A.M.
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DESTINATION MEDICAL CENTER CORPORATION (DMCC) BOARD MEETING
Friday, November 17, 2023, 9:30 A.M.
Mayo Civic Center, 30 Civic Center Drive SE, Suite 106, Rochester, MN
To View the Meeting Remotely: https://us02web.zoom.us/j/82860411702
AGENDA
PAGE
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I.Call to Order
II.Roll Call
III.Approval of Agenda
IV.Approval of Minutes: September 28, 2023
V.Public Comment1
VI.Chair’s Report
VII.Consent Agenda
A.DMCC 2023 Budget: Year to Date Update
B.Selection of Audit and Tax Service Provider
Resolution A: Approving the Appointment of
CliftonLarsonAllen LLP, Subject to Successful Negotiation
and Execution of Agreement
C.Amended Regular Meeting Schedule
Resolution B: Amending the 2024-2025
DMCC Board Regular Meeting Schedule
VIII.Metrics
IX.Discussion Items
A.2025 DMC Development Plan
B.Discovery Square – Shared Lab Project 26
1 For public comments, please indicate that you wish to speak either in-person at the meeting,
through the chat feature on the web link, or by emailing info@dmc.mn by 9:00 AM on November
17, 2023. Written comments may also be submitted to info@dmc.mn.
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C.Downtown Riverfront 28
D.University of Minnesota Rochester Update 30
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35
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46
47
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X.Status Reports
A.Business Development and Lead Generation
B.Chateau Theatre
C.District Energy + Thermal Energy Systems
D.Equitable Economic Development
E.Housing
F.Mobility
G.Project Previews
H.Public Realm Projects
1.Discovery Walk
2.Heart of the City
3.Soldiers Memorial Field
I.Downtown Rochester Task Force
J.West Transit Village
XI.Meeting Schedule
A.Next Regular Meeting: February 1, 2024, at 9:30 A.M.
XII.Adjournment
1754596-2.DOCX
DESTINATION MEDICAL CENTER CORPORATION (DMCC)
SPECIAL BOARD MEETING
Thursday, September 28, 2023
9:30 A.M.
MINUTES
I.Call to Order. Chair Pamela Wheelock called the meeting to order at 9:30 a.m.
II.Roll Call. Doug Baker, James Campbell, Council President Brooke Carlson,
Mayor Kim Norton, Commissioner Mark Thein, Chair Pamela Wheelock, and Paul
Williams were present. Council President Carlson participated via interactive
technology due to a scheduling conflict.
III.Approval of Agenda. Commissioner Thein moved to approve the agenda. Mr.
Campbell seconded the motion.
Ayes: Mr. Baker, Mr. Campbell, Council President Carlson, Mayor Norton,
Commissioner Thein, Chair Wheelock, and Mr. Williams. Nays: None.
IV.Approval of Minutes: May 25, 2023. Mayor Norton moved to approve the May 25,
2023 minutes. Council President Carlson seconded the motion.
Ayes: Mr. Baker, Mr. Campbell, Council President Carlson, Mayor Norton,
Commissioner Thein, Chair Wheelock, and Mr. Williams. Nays: None.
V.Public Comment. No public comments were offered.
VI.Chair’s Report. Chair Wheelock reported the appointment of Aaron Parrish, City
of Rochester Deputy Administrator, as interim DMCC Assistant Treasurer.
VII.Consent Agenda.
A.DMCC Insurance: League of Minnesota Cities Insurance Trust (LMCIT)
Waiver.
Motion: Elect not to waive statutory tort limits
B.Request for Proposals: Professional Audit Services 2023 -2025.
Motion: Confirm and ratify RFP.
C.2024-2025 Regular Meeting Schedule.
Resolution A: Approving the 2024-2025 Regular Meeting Schedule.
D.DMCC 2023 Budget: Year to Date Update
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Mr. Campbell moved to approve the consent agenda. Commissioner Thein
seconded the motion.
Ayes: Mr. Baker, Mr. Campbell, Council President Carlson, Mayor Norton,
Commissioner Thein, Chair Wheelock, and Mr. Williams. Nays: None.
VIII.DMCC Form 990; Minnesota Annual Charitable Organization Report.
Resolution B: Approving the 2023 State of Minnesota Charitable Organization
Report and 2022 Form 990.
Craig Popenhagen, CliftonLarsonAllen LLP, presented the Form 990 and
Minnesota Charitable Organization Report. Commissioner Thein moved to
approve Resolution B. Mayor Norton seconded the motion.
Ayes: Mr. Baker, Mr. Campbell, Council President Carlson, Mayor Norton,
Commissioner Thein, Chair Wheelock, and Mr. Williams. Nays: None.
IX.Metrics. Patrick Seeb, EDA Executive Director, and Jamie Rothe, EDA
Community Engagement and Experience Director, presented an update on the
experience enhancements for the Heart of the City public realm project. Ms. Rothe
described the post-occupancy analysis for the project. Chair Wheelock requested
that the full report be sent to all Board members.
X.EDA Board President Comments. Clark Otley, M.D., EDA Board of Directors
President, described the 2024 budget and work plan development process and
highlighted several priority projects.
XI.2024 DMC Work Plan and Budget.
A.Capital Improvement Plan
B.2024 EDA & City Staff Workplan and Budget
C.2024 DMCC Budget
D.Working Capital Loan
Mr. Seeb, Catherine Malmberg, EDA Public Infrastructure and Development
Strategy Director, and Cindy Steinhauser, City of Rochester Deputy Administrator,
presented the Five-Year Capital Improvement Plan. The Board requested that
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staff provide additional information as to the Riverfront development, bonding
request, affordable housing, and Chateau Theatre items at future meetings.
Michael Flynn, EDA Senior Director of Economic Development, and Wafa
Elkhalifa, EDA Equitable Economic Development Coordinator, joined Mr. Seeb
and Ms. Steinhauser to present the 2024 work plan and operations budget
information. The Board discussed this information, including marketing resources
and workforce opportunities.
Resolution C: Approving the 2024 DMCC Funding Request and the Extension of
Working Capital Loan and Authorizing Transmittal to the City.
Council President Carlson moved approval of Resolution C. Mr. Baker seconded
the motion.
Ayes: Mr. Baker, Mr. Campbell, Council President Carlson, Mayor Norton,
Commissioner Thein, Chair Wheelock, and Mr. Williams. Nays: None.
XII.Adjournment. Mr. Williams moved to adjourn the meeting. Mr. Campbell seconded
the motion.
Ayes: Mr. Baker, Mr. Campbell, Council President Carlson, Mayor Norton,
Commissioner Thein, Chair Wheelock, and Mr. Williams. Nays: None.
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To: Mark Thein, Treasurer
Kaela Brennan, Attorney
From: Jean McGann, City of Rochester Interim Finance Director
Date: November 10, 2023
RE: October 2023 DMCC Budget Summary – unaudited
The attached budget summary through October 2023 reflects DMCC operating expenditures
totaling $2.5 million of the $3.9 million approved 2023 budget. The remaining amount
unspent represents 36% of the total budget with 16.7% of the year remaining.
The second page of this summary provides a listing of DMCC authorized capital projects
managed by the City of Rochester and categorized by program budgets.
Approximately $7.5 million has been spent on these projects in 2023 with the majority spent
on Discovery Walk and Rapid Transit activity. Total life-to-date expenditures on all projects is
approximately $112.5 million.
Please feel free to contact me with any questions or concerns.
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Destination Medical Center Corporation
Financial Budget Summary
October 31,2023
2023 Current Month October 2023 Amount Percent
Approved Budget October 2023 Year To Date Remaining Remaining
DMCC Corporation:
Rents and Leases 34,017 22,681 11,336 33%
Professional Services 172,300 112 84,951 87,349 51%
Travel/Training 6,000 1,684 4,316 72%
Insurance and Bonds 20,000 11,323 18,681
Interest / Other Administrative 29 58
Subtotal DMCC 232,317 11,464 128,055 103,001 44%
Third Party Costs - DMC EDA
Employee Services 1,289,172 144,077 984,442 304,730 24%
Operating Expenses 70,974 19,884 191,592 (120,618) -170%
Operational Costs - Contracted 1,189 (1,189)
Economic Development Outreach & Support 691,472 18,878 213,792 477,680 69%
Professional Services 517,410 10,930 227,372 290,038 56%
Miscellaneous Expenses 54,500 54,500 100%
Subtotal EDA 2,623,528 193,769 1,618,387 1,005,141 38%
Third Party Costs - City of Rochester Project Management Budget
Employee Services 995,277 70,009 706,560 288,717 29%
Contractual Maint and Repair 38,760 - 753 38,007 98%
Expert and Professional Services 8,160 2,574 26,345 (18,185) -223%
Travel/Training/Memberships 13,414 2,509 9,556 3,858 29%
Operations Expenses 12,990 - 12,608 382 3%
Miscellaneous/Other 11,568 3,731 20,053 (8,485) -73%
Subtotal City Project Management 1,080,169 78,823 775,875 304,294 28%
Total DMCC Operations 2023 3,936,014 284,056 2,522,317 1,413,697 36%
DMCC Working Capital Note: $1,000
EDA Working Capital Note: $100,000
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PROJECT PROJECT STATUS
YEAR TO
DATE
EXPENSES
PROJECT
BUDGET
LIFE TO DATE
EXPENSES
LIFE TO DATE
ENCUMBRANCE Notes
Administration
C.8601 - City Project Administrative Costs-DMCC (Budget-Current Yr)Annual Budget 665,078 1,096,277 3,386,398
C.8606 - City Staff Costs-DMCC - (Budget-Current Yr)Annual Budget 9,795 443,108
C.8607 - County Staff Costs-DMCC Complete 168,754
C.8629 - Development Plan Update Complete 750,000 154,960
C.8632 - Downtown Changes COVID-19 Complee 250,000 43,524
C.8902 - FestivalAreaStdy&ConceptDesign Complete 84,133
Total Administration 674,873 2,096,277 4,280,878
Econ Development/Public Realm
C.8624 - ChateauTheatreBldgImprov/Purch Nearly Complete 532,761 9,397,133 9,176,133 244,796
C.8625 - Heart of the City Nearly Complete 166,582 20,601,772 21,246,826 513,033
C.8633 - Strategic Development Ongoing 13,000,000 2,200,000
C.8634 - Riverfront Reimagined Study 719,901 1,000,000 899,448
C.8904 - Discovery Walk Active Construction 3,854,094 15,720,000 12,500,339 5,155,432
C.8905 - CnstrctSnSwCpBys3AveSWfr2StSW Open 6,216 3,100,000 6,216
Total Econ Development/Public Realm 5,279,553 62,818,905 46,028,962 5,913,262
Infrastructure
C.8611 - San. Sewer 12th Ave from 2nd St NW to 2nd St SW Post Construction 174,155 6,260,294 6,163,981
C.8612 - West Zmbro San Sewer Lift Line from CookPk to Civic C Drive Complete 950,000 46,592 Combined w/8611
C.8626 - San. Sewer Upsize 1st Ave & 3rd Ave SE on 4th / Govt Cntr Siphon Complete 8,000,000 6,662,993
C.7326 - Reconst 4th St SW from 1st Ave to 6th Ave Complete 2,205,789 2,205,789
C.7319 - Reconst 7th Ave NW from 2nd St NwW to 4st NW Warranty 1,949 4,800,000 4,800,000
C.7318 - Reconst North Broadway - Active Construction - 4,400,000 4,000,000 1
C.1037 - Steam Replace/District Energy Active Construction - 2,000,000 731,815 - 2
C. 4716 Downtown Sidewalk Experience Enhancement Active Construction 52,785 2,900,000 2,131,000
C. 7344 Reconstruct 3rd Avenue NW Between 4th St SW and 5th St SW Active Construction 35,367 1,578,000 345,000 27,824
C.7830 1st Street NW San Sewer Diversion from 1st Ave to Broadway Warranty - 1,479,000 1,400,032
C.7919 6th Street Bridge over Zumbro River Design - 1,300,000 279,588
Total Infrastructure 264,257 35,873,083 28,766,791 27,824
Transit
C.8614 - DMCTransit&InfrastrctrPgrmMgmt Complete 3,956,739 1,826,262
C.8617 - Broadway @ Center Parking Ramp Complete 10,500,000 10,500,000
C.8618 - SharedParkngStudy&PrgmDevlpmnt Complete 2,061,854 1,874,219
C.8620 - City Loop Plan Complete 1,209,938 968,732
C.8621 - Transit Circulator Study Complete 2,241,532 1,780,877
C.8623 - DMCC Street Use Study Complete 3,117,708 2,885,882
C.8628 - Downtown Circulator Project Complete 269,941
C.8706 - DMCTransitCirculatorTODPlnStdy Complete 829,414
C.8707 - Rapid Transit Projects Design 1,223,846 41,885,660 10,640,712
C.8709 - Arrive Rochester Implementatn Ongoing 33,146 300,000 151,911
C.8903 - Dedicated Bike Lanes-3rd/4thAve&CtrSt Complete 2,038,300 1,745,083 -
Total Transit 1,256,992 67,311,731 33,473,033 -
Grand Total 7,475,676 168,099,996 112,549,664 5,941,085
Notes
1. $4,000,000 of the $4,400,000 has been transferred to date
2. DMCC has not appreoved any expenditures for the project to date
DMCC Projects by Category
Managed by City of Rochester
Through October 2023
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A.
DESTINATION MEDICAL CENTER CORPORATION
RESOLUTION NO. -2023
Approving the Appointment of CliftonLarsonAllen LLP, Subject to Successful Negotiation
and Execution of Agreement
BACKGROUND RECITALS
1. The Destination Medical Center Corporation (“DMCC”) and Destination Medical
Center Economic Development Agency (“EDA”) desire to seek professional auditing services
for a three-year engagement, covering the audit years of 2023, 2024, and 2025, with an option
for an additional two (2) year extension after the initial term.
2. A Request for Proposals was issued on September 21, 2023, was posted on the
websites of the DMCC, EDA, and the City of Rochester (the “City”) and a copy was sent to
numerous potential responders. The due date for responses was October 12, 2023.
3. Proposals were received and reviewed from the following firms:
CliftonLarsonAllen LLP.
4. An evaluation group, comprised of representatives of the DMCC, EDA, and City,
met to review the proposals and discussed the proposal with CliftonLarsonAllen LLP. The
evaluation group recommended for approval the firm of CliftonLarsonAllen LLP, subject to
successful negotiation and completion of an agreement.
5. The EDA concurred with the recommendation of CliftonLarsonAllen LLP at its
meeting of November 1, 2023.
RESOLUTION
NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center
Corporation Board of Directors that it approves the selection of CliftonLarsonAllen LLP, for a
three-year engagement, subject to successful negotiation and execution of an agreement.
BE IT FURTHER RESOLVED that the Chair or Treasurer of the DMCC is authorized
to negotiate and execute an agreement according to the terms of the RFP and the response to the
RFP received from CliftonLarsonAllen LLP.
173808-4.DOCX
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B.
DESTINATION MEDICAL CENTER CORPORATION
RESOLUTION NO. __-2023
Amending the 2024-2025 DMCC Board Regular Meeting Schedule
BACKGROUND RECITALS
In Resolution 139-2023, the Destination Medical Center Corporation (“DMCC”) Board
of Directors adopted a regular meeting schedule for the years 2024 and 2025. The Board wishes
to revise the schedule as to the meeting location.
RESOLUTION
NOW, THEREFORE, BE IT RESOLVED, by the Destination Medical Center
Corporation Board of Directors that the schedule of regular meetings for 2024 and the dates for
2025 is set forth below. The meetings will begin at 9:30 a.m., and the location will be as
indicated below. The Secretary is directed to post the schedule on the website and to post
notification by such other means as he determines necessary and appropriate.
Date Time Location
2024
Thursday, February 1, 2024 9:30 a.m. Hilton Hotel, Dr. John
H. Noseworthy Hall,
10 East Center Street,
Rochester
Thursday, May 23, 2024 9:30 a.m. Mayo Civic Center
Thursday, September 26, 2024 9:30 a.m. Mayo Civic Center
Thursday, December 5, 2024 9:30 a.m. Mayo Civic Center
2025
Thursday, February 6, 2025 9:30 a.m. TBD
Thursday, May 22, 2025 9:30 a.m. TBD
Thursday, September 25, 2025 9:30 a.m. TBD
Thursday, December 4, 2025 9:30 a.m. TBD
1753817-3.DOCX
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2023
IMPACT REPORT13
DMC MISSION STATEMENTDMC MISSION STATEMENT
With Mayo Clinic at its heart, the Destination Medical Center (DMC) initiative
will be the catalyst to position Rochester, Minnesota as the world’s premier
destination center for health and wellness; attracting people, investment
and jobs to America’s City for Health and supporting the economic growth of
Minnesota and its biosciences sector.
DMC GOALSDMC GOALS
Achieving DMC goals will benefit Rochester, Olmsted County, and Minnesota.
DMC GOALS:
Create a comprehensive strategic plan
Leverage public investments to attract more than $5 billion in
private investments to Rochester
Create 30,000+ new jobs
Generate up to $8 billion in new net tax revenue
Achieve the highest quality patient, companion, visitor, employee
and resident experience
DESTINATION MEDICAL CENTER (DMC) IS A UNIQUE,
PUBLIC-PRIVATE PARTNERSHIP AND ECONOMIC
DEVELOPMENT INITIATIVE.
The $5.6 billion plan is the largest in Minnesota’s history. The partnership
combines Mayo Clinic private development with that of other developers
and investors, in addition to public infrastructure investment from the city of
Rochester, Olmsted County and the State of Minnesota.
By leveraging these investments, DMC promotes Rochester, and more broadly,
the County and State. An emphasis is placed on positioning Rochester as home
to a world-renowned medical center that offers a premier health and wellness
experience for patients and their caregivers, as well as for Rochester’s residents,
employees, and visitors.
2 | 2023 IMPACT REPORT 2023 IMPACT REPORT | 3
$585
MILLION
$327,000,000
MN GENERAL STATE
INFRASTRUCTURE AID (GSIA)
$128,000,000
CITY OF ROCHESTER AID
$69,600,000
MN STATE TRANSIT AID
$46,400,000
OLMSTED COUNTY
TRANSIT AID
$14,000,000
CONSTRUCTION
SALES TAX EXEMPTION
DMC PUBLIC DMC PUBLIC
FUNDINGFUNDING
WHAT ISWHAT IS
DESTINATION MEDICAL CENTER?
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Public Investment
200M
Private Investment
In
v
e
s
t
m
e
n
t
A
m
o
u
n
t
DMC INVESTMENT
WHAT DOES THIS DATA MEANWHAT DOES THIS DATA MEAN??
The above graphics show that private investment is responding to the
strategic public investments by DMC and the City of Rochester. Mayo Clinic
and other private investors have continued to see Rochester as a viable
place to invest.
In
v
e
s
t
m
e
n
t
CONNECTIVITY:CONNECTIVITY:
THE THREADS THAT WEAVE OUR
COMMUNITY TOGETHER.
Destination Medical Center (DMC) has made significant strides in its mission to
position Rochester as America’s City for Health. DMC’s success is grounded in three
key aspects: physical, intellectual, and social connectivity. These elements contribute
to the vitality of our city, economic growth, and community well-being.
Our efforts to improve physical connectivity are reshaping our neighborhoods,
creating pedestrian-friendly pathways from the Heart of the City to Discovery Walk
and Soldiers Field Memorial Park. The upcoming 6th Street Bridge project will
further connect downtown with Slattery Park and the former AMPI site, primed for
redevelopment. The Riverfront Small Area Plan envisions revitalizing underused
waterfront spaces into a lively mixed-use neighborhood, enhancing connections to
downtown and the Arts & Culture District. Additionally, the introduction of LINK Bus
Rapid Transit will enhance accessibility for residents and visitors.
Intellectual connectivity thrives at Discovery Square, fostering an environment for
groundbreaking research and innovation. Mayo Clinic’s Center for Regenerative
Biotherapeutics pioneers treatments for chronic diseases and age-related
conditions. Discovery Square tenants like Nucleus RadioPharma and Seer Medical
bring innovation to radiopharmaceuticals and patient monitoring.
Social connectivity is paramount. DMC engages residents in shaping our city through
community co-design, revitalizing our city center via the Downtown Rochester
Task Force, supporting local businesses with the Mainstreet Grant Program, and
providing affordable housing with the Bryk on Broadway. Our Equitable Economic
Development initiatives work to ensure that everyone benefits from our progress.
These accomplishments are a testament to collaboration and a shared vision.
They are not endpoints but stepping stones to a brighter future. DMC is about
more than transforming the physical landscape; it’s about creating a connected,
innovative, and equitable community. We are confident that the future holds even
greater promise, and we are grateful for the community’s support in realizing our
shared vision for Rochester.
4 | 2023 IMPACT REPORT 2023 IMPACT REPORT | 5
THE DMC MODEL
IS WORKING
ANNUAL INVESTMENT
Mayo Clinic
400M
600M
800M
1B
1.2B
1.4B
1.6B
$201,184,600
$1,461,132,650
Other Private Investors
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6 | 2023 IMPACT REPORT 2023 IMPACT REPORT | 7
COMMUNITY
IMPACT
EQUITY
Equitable Economic Development
Destination Medical Center, City of Rochester,
and the Coalition for Rochester Area Housing
are committed to ensuring all members of
our community participate in the prosperity
of the DMC initiative. This includes providing
information and resources to emerging and
BIPOC developers. We are also partnering
with the Greater Minnesota Housing Fund
to connect emerging developers to the real
estate and housing resources we currently
have in our community.
SUSTAINABILITY
Geothermal Wells at City Hall
The City of Rochester recently
completed drilling two
geothermal wells adjacent to
City Hall, marking a significant
milestone in the Downtown
Building Energy Transition
Project. With the successful
installation of these geothermal
wells, the heating and cooling
systems of City Hall can now
operate entirely without
reliance on fossil fuels, a
sustainable practice known as
‘building electrification.’
This pioneering project also lays the foundation for scalability and integration into
a broader District Energy System. The system will link City facilities throughout the
downtown corridor, extending its reach to potential private developments like the
former Post Bulletin site, the north Civic Center lot, and the post office building. This
strategic expansion will effectively reduce the dependency on natural gas and other
fossil fuel-based solutions for heating and cooling across these sites.
HOUSING
Bryk on Broadway Apartments
The Bryk on Broadway Apartments is a mixed-
income workforce housing initiative. Along with
affordable rent and first-class amenities, it is also
near Rochester’s central business district and
multiple forms of transit. It was designed with
energy conservation in mind, resulting in lower
utility costs for residents. Since the opening in 2023,
the Bryk has exemplified a more holistic approach
to affordable living, considering not only the cost
of rent or mortgage but also expenses normally
associated with transportation and electric bills.
DOWNTOWN GROWTH
Main Street Revitalization
Grant Program
The Main Street Revitalization Grant
Program, administered by DMC EDA
in partnership with the Minnesota
Department of Employment and
Economic Development, aimed to
support the growth of businesses and
enhance the vibrant downtown core of
Rochester. In Phase 1 of the program, $3
million has been awarded to 54 projects.
Of the 54 projects that were awarded
funds, 24% went to Black, Indigenous, or People of Color-owned businesses and 30%
was awarded to women-led enterprises. Twenty-two of the projects occupied unused
properties and over 270 permanent jobs were created. Phase 2 of the program
recently wrapped up with another $900,000+ awarded to businesses outside the
DMC district.Photo: Fagan Studios
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BUSINESS
DEVELOPMENT
COMPANIES MOVING INTO
DISCOVERY SQUARE
Mayo Clinic Center for Regenerative Biotherapeutics
Aiforia
Nucleus RadioPharma
Seer Medical
8 | 2023 IMPACT REPORT 2023 IMPACT REPORT | 9
2023 COUNTRIES
HOSTED IN ROCHESTER
France
Australia
Belgium
Canada
Colombia
Czech Republic
France
Greece
Finland
2023 COUNTRIES VISITED
United Arab Emirates
France
Canada
Japan
South Korea
Germany
Netherlands
DMC AROUND THE
WORLD
DMC’S THREE PILLARS OF
ECONOMIC DEVELOPMENT
BUILD AWARENESS
The first step is to build awareness of Rochester as a business
destination, DMC as a catalyst for investment, and the value
proposition of the close connection to Mayo Clinic.
BUILD INFRASTRUCTURE
As infrastructure continues to be built out in the Discovery
Square sub-district, it will reduce the risk for companies to
expand to the Rochester market, increase a company’s speed-to-
market, and to allow Rochester to compete with larger markets.
BUILD ECOSYSTEM
Building the ecosystem of Discovery Square will be important
to improve the product we market to the world.
Hungary
South Korea
Lithuania
Netherlands
Belgium
Norway
Sweden
Japan
2023 DOMESTIC MARKETS VISITED
Miami San Francisco San Antonio
Chicago Washington DC Boston
Anaheim Las Vegas San Diego
Las Vegas New Orleans Dallas
Fort Lauderdale New York City
EFFORTS TO
BUILD AWARENESS
AND GENERATE
LEAD ACTIVITIES
ROCHESTER HOPES TO GROW AND DIVERSIFY
ITS ECONOMY, THEREBY ENSURING A MORE
SUSTAINABLE ECONOMIC FUTURE.
This will create new career options, stronger tax base, and more local
investment. DMC supports this goal through its proactive business
development strategy which includes telling the Rochester story national and
globally, developing best-in-class physical infrastructure, and a cultivating
a thriving life science ecosystem. Together, these efforts will ensure that
Rochester remains an investment destination well into the future.
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2023 IMPACT REPORT | 11
2023
PROJECTS
DISCOVERY WALK
A multipurpose, public space
Discovery Walk is a linear
parkway along 2nd Avenue SW
in downtown Rochester.
Discovery Walk will connect
Heart of the City to Soldiers Field
Memorial Park and establish a
connection to downtown from the
Historic Southwest neighborhood.
It will create a high-amenity
pedestrian experience while also
maintaining flexibility for bike and
vehicular access, civic events, and
future development.
This project will:
Feel like a park
Be flexible for access & events
Promote health, wellness,
and innovation
Provide a unique program
and experience
Be accessible and inclusive
Support future development
Photo: Fagan Studios
SOLDIERS FIELD
Soldiers Field Memorial Park plays
a critical role within downtown
Rochester and the larger community.
The park serves many stakeholders
including the downtown, greater-
Rochester community, and visitors.
It is not only a destination, but it
also serves as a connection to other
critical areas of the downtown and
nearby neighborhoods.
There are several key features
within the 2022 Soldiers Field
Master Plan that align with the
DMC Development Plan:
Continues to define Soldiers Field
Memorial Park as an anchor and
signature public space of the
Education and Recreation DMC
Sub-district.
Improves equitably designed
spaces that are created with
specific needs of users.
Provides a welcoming and
inclusive park for a growing
and diverse community.
Incorporates sustainable
design practices.
10 | 2023 IMPACT REPORT 18
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LINK BUS RAPID
TRANSIT
An experience as good as or
better than driving
LINK Bus Rapid Transit is a new,
frequent bus service that will cover a
2.6-mile route along 2nd Street SW. It
will connect key areas like downtown
Rochester, Mayo Clinic campuses,
the Mayo Civic Center, Rochester
Public Library, and the Rochester-
Olmsted Government Center. This
new fare-free transit system is set to
start operating in 2026.
The corridor where this transit
system operates is designed for
Transit-Oriented Development.
The ultimate objective of Transit-
Oriented Development is to create
vibrant, livable, and sustainable
communities where people can
enjoy a high quality of life with
convenient access to transportation
options and amenities.
WEST TRANSIT VILLAGE
Transit-Oriented Development
The future site of the West Transit Village, located along 2nd Street SW with a view of
Cascade Lake, is currently a parking lot owned by Mayo Clinic. It will become the western
end of the LINK Bus Rapid Transit (BRT) route once transit infrastructure is in place. In
collaboration with the City of Rochester and Mayo Clinic, Destination Medical Center
envisions the West Transit Village as a place where people can live, shop, and enjoy
recreational activities while using LINK BRT. The goal is to provide a superior commuting
experience compared to driving alone in a car. The West Transit Village is a crucial part
of downtown Rochester’s mobility strategy and aligns with DMC’s vision of being a world-
class destination.
RIVERFRONT SMALL
AREA PLAN
The Riverfront Small Area Plan encompasses
two City-owned sites. The objective is to
improve the downtown experience for
residents, visitors, and businesses by creating
an appealing, dynamic, and easily accessible
riverfront area.
Currently, the area is primarily used for
public parking, including surface lots and a
four-story parking garage. To proactively guide transformation, an inclusive process
involving property owners, residents, and other stakeholders helped shape the
concept plan. This plan aims to transition the area from its current state into a mixed-
use neighborhood with its unique character while maintaining connections to the
surrounding neighborhoods.
6TH STREET BRIDGE
Adding Connections
In 2021, the Downtown Waterfront S.E.
(DWSE) Small Area Plan was approved,
guided by community engagement
and visioning. This plan outlines the
transformation of a 60+ acre area
southeast of the downtown core.
The goal is to create a mixed-use
neighborhood with its own character
while enhancing connections to neighboring areas.
As part of the DWSE Plan, a series of public realm improvement projects were identified
to create a connected redevelopment district. A new bridge crossing at 6th Street was
recognized as a critical first step to kickstart this transformation. In 2022, the Federal
government granted $19.9 million to the City of Rochester to build this connection, and
the bridge’s design is now in progress.
These public realm improvement projects enhance the overall experience, restore
natural systems on the site, and demonstrate the commitment of DMC and the City of
Rochester to redevelopment and neighborhood improvement.
FUTURE
DEVELOPMENT
19
DMC ECONOMIC DEVELOPMENT AGENCY STAFF
PATRICK SEEB Executive Director
ALLISON BOWMAN Program Manager
WAFA ELKHALIFA Equitable Economic
Development Coordinator
MICHAEL FLYNN Senior Director,
Economic Development
ANNA HICOK Meeting and Events Coordinator
DMC BOARD MEMBERS AND STAFF
DMC CORPORATION BOARD OF DIRECTORS
PAMELA WHEELOCK Board Chair
KIM NORTON Board Vice Chair, Mayor,
City of Rochester
MARK THEIN Board Treasurer, Olmsted
County Board of Commissioners
PAUL WILLIAMS Board Secretary, President
& CEO, Project for Pride in Living
DOUG M. BAKER, JR. Mayo Clinic Trustee
and Co-founder E2SG Partners
JAMES CAMPBELL Former CEO of Wells
Fargo Minnesota
BROOKE CARLSON President, Rochester
City Council
R.T. RYBAK Former Mayor, City of
Minneapolis; President & CEO, Minneapolis
Foundation
DMC ECONOMIC DEVELOPMENT AGENCY
BOARD OF DIRECTORS
CLARK OTLEY, M.D. Board President, Chief
Medical Officer, Mayo Clinic Platform
DENNIS DAHLEN Chief Financial Officer,
Mayo Clinic
TRACI DOWNS, PH.D. Board Chair, Collider
Foundation
TOM FISHER Director, Minnesota Design Center
and Dayton-Hudson Chair in Urban Design,
University of Minnesota
ROBERTA DRESSEN President and CEO,
Medical Alley Association
JOSELYN RAYMUNDO, PHARM.D. Founder,
Rochester Home Infusion
PATRICK SEEB Executive Director, DMC
Economic Development Agency
MARY JO WILLIAMSON Chief Administrative
Officer, Mayo Clinic Collaborative Services
CATHERINE MALMBERG Director, Public
Infrastructure & Development Strategy
GENO PALAZZARI Communications Manager
CODY POGALZ Administrative Coordinator
JAMIE ROTHE Director, Community
Engagement & Experience
CHRIS SCHAD Director, Business Development
SCARLET TIPPETTS Administrative Assistant
ROCHESTER CONTINUES TO RANK AS
ONE OF THE BEST PLACES
TO LIVE IN AMERICA
TOP 3
BEST PLACES
TO LIVE
Livability 2022
2021
GLOBAL
MAYORS
CHALLENGE
Bloomberg PhilanthropiesMINNESOTA’S FIRST
LEED GOLD CITY
U.S. Green Building Council
NUMBER 1 HOSPITAL
IN THE NATION
U.S. News and World Reports, 2022–23
MAYO CLINIC CHILDREN’S
CENTER IN ROCHESTER
RANKED NUMBER 1
HOSPITAL IN MINNESOTA
AND THE 5-STATE REGION OF
IA, MN, ND, SD, WI
U.S. News & World Report 2022–2023 “Best Children’s Hospitals”
ROCHESTER, MN
MAYO CLINIC IN ROCHESTER
14 | 2023 IMPACT REPORT 2023 IMPACT REPORT | 1520
For more information, contact the
DMC Economic Development Agency at
info@dmc.mn or call 507-216-9720.
Sign up for the DMC newsletter at dmc.mn
195 S. Broadway, Rochester, MN 55904
HEAR WHAT OUR
KEY LEADERSKEY LEADERS
HAVE TO SAY
DMC’s success is vital to the growth of Minnesota’s economy. This one-of-a-kind
partnership is a model for the state and the nation on how public/private partnerships
can advance equitable economic development on a wide scale.
TIM WALZTIM WALZ
Governor of Minnesota
Mayo Clinic is continuing to push the boundaries of innovation to Cure, Connect and
Transform healthcare for patients in Minnesota and around the world. Through Bold.
Forward. Unbound. in Rochester, we are seamlessly integrating digital technologies
into our new physical structures to support the evolving needs of our patients and
staff. This investment will help solidify the visionary commitment that Mayo Clinic, the
State of Minnesota, Rochester and Olmsted County made to the Destination Medical
Center initiative a decade ago, securing Rochester as a global destination for hope and
healing now and into the future.
GIANRICO FARRUGIA, M.D.GIANRICO FARRUGIA, M.D.
President and CEO, Mayo Clinic
The City of Rochester’s partnership with the DMC initiative has provided us the
opportunity to prioritize equitable investment that helps build connections across the
city. The collaboration includes a commitment to creating a place where all community
members see a future where they can thrive and that our city is a place for everyone.
KIM NORTONKIM NORTON
Mayor of Rochester
Olmsted County is excited to partner with Destination Medical Center to help lead the
way with transformative work in Rochester. Our enduring support of DMC is adding to
the vitality of Rochester, Olmsted County, and Southeastern Minnesota.
MARK THEINMARK THEIN
Commissioner, Olmsted County Board of Commissioners
21
22
2025 DMC Development Plan Update
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
Review legislative requirements; affirm update timeline; discuss update scope of work.
Overview:
In accordance with the DMC Act, the DMC EDA will prepare an updated DMC Development Plan for DMCC
and Rochester City Council consideration in 2025. The update will ensure that the plan meets legislative
requirements and stakeholder expectations.
The DMC Act requires that the DMC development plan:
•Provides an outline for the development of the City as a destination medical center, and the Plan is
sufficiently complete, including the identification of planned and anticipated projects, to indicate its
relationship to definite State and local objectives;
•Affords maximum opportunity, consistent with the needs of the City, County, and State, for the
development of the City by private enterprise as a destination medical center;
•Conforms to the general plan for the development of the City and is consistent with the city
Comprehensive Plan;
•Includes strategic planning consistent with a destination medical center in the core areas of:
o commercial research and technology
o learning environment
o hospitality and convention
o sports and recreation
o livable communities, including mixed-use urban development and neighborhood residential
development, retail/dining/entertainment, health and wellness, and transportation
•Estimates short- and long-range fiscal and economic impacts
•Provides a framework to identify and prioritize short- and long-term public investment and public
infrastructure project development and to facilitate private investment and development, including
the criteria and process for evaluating and underwriting development proposals
•Includes land use planning; transportation and transit planning; operational planning required to
support the medical center development district; and ongoing market research plans
Additionally, as the 2020 DMC plan update did, this update can:
•Reflect the progress to-date against agreed-upon DMC goals
•Incorporate and/or complement other plans and strategies which may impact DMC
•Address community priorities
•Create opportunity to share and reaffirm DMC’s primary mission, vision, and purpose
23
Next Steps:
As the DMC initiative approaches the half-way (ten year) point of implementation, this update presents
an opportunity to comprehensively update the development plan.
Affirming a general update scope will allow staff to identify specific tasks and present a detailed plan of
action at the January 2024 DMC EDA board meeting.
Timeline:
Proposed update deadlines and approval dates are noted below. If this general schedule is agreed upon
by the DMCC, the majority of plan update work will occur from June 2024 to January 2025, with staff
updates at each regular board meeting.
Budget:
The approved 2024 DMC Capital Plan includes $750,000 to support the DMC plan update.
Affirm plan update
scope, requirements
Nov. ‘23 Feb. ‘24 May ‘24 Jan.-Feb. ‘25 May ‘25
Affirm RFP/consultant
tasks, issue RFP
Accept proposals,
execute contracts
EDA recommends,
DMCC receives plan;
sets date for public
hearing; public
comment period
City Council considers
plan; DMCC public
hearing and plan
consideration
Update preparation,
regular meeting updates
24
DRAFT Table of Contents:
1)Executive Summary
a.Mission, Goals, and Vision
b.Governance Model
c.Guiding Principles of Development Plan
d.Market Overview
e.DMC Investment Priorities and Success Metrics
2)Significant Development Considerations
a.Mayo Clinic “Bold. Forward. Unbound.”
b.Post-COVID 19 Impacts on Downtown (Retail, workforce)
c.Major Project Construction Impacts (LINK BRT, UMR, etc.)
d.Macroeconomic Impacts on Real Estate Investment and Development (capital access, interest rates, workforce, supply chain, etc.)
e.District Energy
3)Market Trends and Demand Forecasts (through 2029 and 2035)
a.Health (sq ft)
b.Bio-Med-Tech (sq ft)
c.Office (sq ft)
d.Hotel (rooms)
e.Residential (units)
f.Retail / Dining / Entertainment (sq ft)
4)Economic and Fiscal Impacts
a.Impact of DMC investments, 2015-2024
i.Jobs
ii.Taxes
iii.Private Development and Investment
1.Growth (units, keys, sq ft)
2.Investment ($$$, Mayo and non-Mayo)
iv.Experience
b.Estimated impacts of DMC plan implementation, 2025-2029
i.Jobs
ii.Taxes
iii.Private Development and Investment
1.Growth (units, keys, sq ft)
2.Investment ($$$, Mayo and non-Mayo)
5)Plan Implementation Factors
a.Business Recruitment and Lead Generation
b.City for Health
c. Communications
d.Community Engagement and Experience
e.Equitable Economic Development
f.Historic Preservation
g.Mobility Strategies
h.Public Art and Design
i.Sustainability
j.Targeted Workforce and Business Participation
k.Workforce Development
6) 2025-2029 DMC Capital Plan
a.Overview of the DMC Financial Model
b.Planned and Anticipated Public Infrastructure Projects (Streets, Sewers, Energy, Mobility, Public Realm, etc.)
c.Strategic Private Development
i.Private Investment Priorities
ii.Process to Apply for Funding
iii.Evaluation Criteria for Projects
iv.DMC Development District Investment and Development Opportunities
d.Operations Model
e. Comprehensive Investment Framework (Sources and Uses)
25
Discovery Square – Shared Lab Project
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
Direction to staff regarding development of Shared Lab environment and expectations of other partners.
Background
•What it is:
o Shared laboratory space for life sciences startups for technology, workforce, and economic development
o Accessible lease rates and terms.
o Includes shared equipment, office, conference facilities and wraparound support services.
o Typically associated with one or more academic research partners.
•Why it matters to Rochester:
o Our research shows the market expects it and needs it.
o Attracts businesses by reducing their risk.
o Vital in fostering business growth, workforce development and job creation.
•Who is involved:
o DMC staff
o Mortenson Construction
o Mayo Clinic
o TBD Operator
o Regional economic development partners
Prior DMCC Actions and Decision Points
Year Action Relevant Key Points
Feb
2015
Approved DMC Master Plan. “Engage entrepreneurs in identifying potential companies / start-up
opportunities, identify space for start-up businesses, partner with
business leaders… to provide a range of low-cost or discounted
services for early-stage start-ups.”
July
2017
Approved “Phase 1 Discovery
Square Development Project”
(One Discovery Square)
“The vibrant life sciences hub will bring forward-thinking business
professionals, students, educators, and innovators from around the
world together to accelerate research, improve delivery, and
advance patient care.”
Sep
2018
Endorsed Discovery Square
Strategy
“Space – A wide variety of office and laboratory space, including
startup space, enables healthcare technology companies to take
their products and services to market.
Attractive Ecosystem – A vibrant entrepreneurial ecosystem equips
and encourages entrepreneurs from all parts of the community to go
from idea to market.”
Feb
2020
Approved Two Discovery Square
funding request
“The additional lab, office, amenity, collaborative, and
entrepreneurial space in Two Discovery Square will further fulfill
DMC’s mission to attract companies of all sizes and talent to
Rochester.”
Sep
2022
Approved 2023 Budget and
Workplan
Key workplan elements supported:
•Awareness and perception study
•Market demand analysis for shared lab operation
26
Feb
2023
Received national awareness
and perception study
Key takeaways:
•Prepared turn-key lab space removes uncertainty and is a
priority.
•Building an active, engaged, and thriving life science ecosystem
needs to be a priority.
2023 Received regional shared lab
market demand study
Top recommendations:
•Incentivize innovation & entrepreneurship.
•Offer affordable, ready-to-go wet and dry lab space.
Sep
2023
Approved 2024 CIP budget Included consideration of capital support for shared laboratory
space.
Current Status
•Preferred operating partner has been identified. Discussions under way regarding space design and operating
agreements.
•Due diligence is underway to be positioned for success, particularly regarding raising the capital and operating funds
needed to launch.
Next Steps
•Establish DMCC expectations of partner organizations (Mayo Clinic, Mortenson, TBD operator).
•Finalize space design, finalize operating agreement between Operator and Mortenson.
•Secure funding, construct the space, kick off pre-launch activities around ecosystem engagement plan and
marketing activities.
•Anticipate a Q4 2024 opening.
27
Downtown Riverfront
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
Review and Respond to Progress on Riverfront Design and Development and proposed next steps.
Background:
This City-owned site has the potential to be both a “front door” that faces the river, as well as a gateway into
downtown. Located at the intersection of the Rochester Arts and Culture District and the main street Mixed-Use
District as outlined in the Downtown Master Plan, and in the Destination Medical Center (DMC) development
district.
The set of community-driven principles and concept small area plan was approved by the Rochester City Council
in summer 2022.
Riverfront Small Area Plan Principles:
-Leverage the riverfront as a destination and natural corridor that better connects the trail system to
downtown
-Support local, diverse businesses and programming that grow entrepreneurial endeavors
-Ensure universal access to streetscapes, skyways, subways, buildings, and the riverway
-Strive for balance; polarizing issues are not helpful. Seek balance of:
o Open space + development
o New construction + historic preservation
o Public + private space
o Flood protection + river access
o East + West sites
-Forge a new identity for the riverfront that expands economic development opportunities and activates the
public realm.
28
Key Site Design Elements:
To create a bold vision for future use of the Riverfront Small Area Plan site, it will be essential to leverage both
the east and west sites together. The east-side focus being higher density and the west-side focused on civic and
community engagement.
Fulfilling the DMC Vision, Mission, and/or Goals:
DMC EDA staff worked in collaboration with City staff to select the consultant team, and DMC staff will continue
to participate through the planning and development process. DMC is particularly focused on the public realm
experience and linkages between this site and the rest of the district.
Approvals, milestones, and decision points:
When the 2023 CIP was presented for Board approval in fall 2022, the next steps required to advance riverfront
planning were adopted. The current status is shown below:
Steps adopted in 2023 CIP Current Status
Interim activation (in partnership with the Rochester
Downtown Alliance and other organizations)
Budget for 2024 pre-development infrastructure has
been adopted, City developing workplan for
implementation
Advance flood wall work with Army Corps of
Engineers
Multiple meetings with the Army Corps have led to
greater understanding of site needs and constraints
Due diligence analysis of former Red Owl and Time
Theater buildings
Building condition assessment and cost estimation
are being finalized
Continue discussions with Olmsted County regarding
county-owned portion of the site
Site has been purchased from the County for
$450,000
East site preparation Site survey, Geotech information is being finalized,
consultant team will be packaging up the resulting
information before year end
Prepare developer RFQ/RFP Concept plans and a draft RFQ structure are being
finalized
The City of Rochester has submitted State bonding support for four separate projects on this property, total
estimated costs shown below:
-West Site Open space: $20 million
-Ramp demolition and skyway rebuild: $9.75 million
- Reuse of Red Owl building and building addition: $17.75 million
-Riverwalk improvements: $5.4 million
Total: $52.9 Million
The 2024 DMC CIP budget request for the Riverfront is to support the commencement of design work should
any of the State bonding requests listed above get selected in 2024. State bonding requires a minimum 50%
local match.
The Riverfront infrastructure proposals outlined above will be further developed and return to DMCC Board with
more complete information and updates on legislative bonding process in 1Q2024 and 2Q2024 meetings in
advance of the 2025 budget process. Multiple funding scenarios will be prepared for those discussions.
29
University of Minnesota Rochester Update
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
Dr. Lori J. Carrell, Chancellor of the University of Minnesota Rochester, has been invited to provide an update on
the Campus and Climate Action planning process and future direction for the university.
30
UMR Announces Launch of Campus and Climate Ac�on Planning
September 19, 2023
The University of Minnesota Rochester’s Campus and Climate Ac�on Planning process launched on September
13, 2023. The plan that will be created will support UMR's commitment to excellence sustained through managed
enrollment growth by iden�fying �me horizons and criteria for strategic decision points in a phased approach to facili�es
expansion.
The new Campus and Climate Ac�on Plan that emanates from this process is scheduled to be shared with the
University Board of Regents in May 2024. This plan will replace the 2014 Campus Master Plan.
The importance of campus and climate ac�on planning:
Throughout the University of Minnesota System, campus plans define necessary changes to support an�cipated
ac�vi�es. They address ques�ons of growth and interac�on with the surrounding community, all based on the priori�es
shaped by the ins�tu�on’s learning, research and outreach mission. The University is combining campus planning and
climate ac�on planning to align with ins�tu�onal goals of carbon neutrality by 2050 with physical planning efforts.
In Rochester specifically, integrated campus and climate ac�on planning supports UMR's Vision to "transform
higher educa�on through innova�ons that empower our graduates to solve the grand health challenges of the 21st
century.”
The University recognizes that, like any new venture char�ng its future, UMR requires flexibility in its facili�es
model to support dynamic growth. To date, we have been long-term tenants in many downtown loca�ons, supported by
a P3 approach to facili�es. The Campus and Climate Ac�on Plan will explore op�ons and opportuni�es including
con�nuing to lease space as well as developing and owning facili�es to support campus growth on both near-term and
longer-term horizons.
The importance of partnerships:
Partnerships are cri�cal to UMR now and are an�cipated to con�nue to be central in the planning of future
facili�es and programming. This planning process will include explora�on of exis�ng and poten�al partnerships to meet
shared goals.
How will this planning occur?
Opportuni�es for input will con�nue throughout the fall semester 2023, including surveys, open houses,
dedicated �me at UMR’s State of the Campus event on November 8, online forums and interviews, all guided by an
advisory commitee and the University’s Sasaki consultants.
Par�cipants in the planning process include partners and poten�al partners, students, staff, faculty, community
members and Sasaki, UMR’s consul�ng firm.
31
Map:
Timeline:
32
Business Development and Lead Generation
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board:
No action requested.
2023 DMC Business Development Strategy
•Build Awareness of Rochester as a business des�na�on, DMC as an economic development
ini�a�ve, and Mayo Clinic’s close connec�on to both.
•Build Infrastructure to reduce business risk in Rochester, decrease speed-to-market, and
make our Rochester “bigger.”
•Build Ecosystem in the life science community by defining the partners we have, engaging
those partners in se�ng a comprehensive ecosystem strategy, and u�lizing their knowledge
and experience to make our product beter.
2023 Business Development Program of Work
•Building Awareness
21 completed/in-process/planned business development ac�vi�es
•Total atendance of 150k+ people from all events we atended in 2023
Four individual Lead Gen campaigns
•San Francisco, Paris, Tier 2 life science markets, Medica trade show
•100+ poten�al leads from all campaigns once completed
80+ Influencer visits
•Ecosystem ac�vity
Two listening sessions, greater engagement, building toward 2024 program
•Infrastructure Building focused on shared lab research and engagement.
Scope project, iden�fy partners, develop business plan.
2024 Business Development Program of Work
•Awareness Building
Increase investments across the en�re program.
•Industry Marke�ng +60%
•Influencer Marke�ng +42%
•Direct Lead Genera�on +74%
•In-market Promo�on +72%
Staff to provide increased ac�vity and improved process.
•Business Development Manager
•Business Development Coordinator
Marke�ng and Research
•Improved web, collateral, communica�ons, and adver�sing
33
•Growing Ecosystem Building Program
Focused on defining, analyzing, and engaging the local life sciences industry
Will require excellent coordina�on with local partners
Building toward expanded programming and budget requests in 2025
•Building Infrastructure focused on Shared Lab opera�on
Developing turn-key real estate in response to 2022 research findings
Makes our market operate “bigger” in response to 2022 research findings
Design, opera�ng partner, financial models, and partner agreements to be
completed in 2024
34
Chateau Theatre
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
To-date, the DMCC and City Council have approved approximately $7.7 million in DMC funding for the purchase,
maintenance and operation of Chateau Theatre. The DMCC and City Council approved an additional $1 million for HVAC
upgrades in 2024.
The City of Rochester also secured a U.S. Economic Development Administration tourism grant to support restroom
renovations.
Chateau Theatre
-Facility Update:
o The restroom renovations are nearing completion.
o The lighting and sound system procurement is in process and electrical design is in the final stages of
design.
-The historic Chateau Theatre is open daily for guests to explore the space and shop at Threshold Art’s art
boutique. The Chateau holds many events for the community and visitors as well.
-Upcoming events include:
o SEMYO’s Instrumental Gala, Oct 27
o Downtown Candy Crawl, Oct 28
o All Hollows Eve Soiree, Oct 28
o Bright Lights Poetry Night, Nov 9
o Madhouse Wrestling, Nov11
o Dessa, Nov 17
o Shabby Road Orchestra, the Very Best of the Bettles, Nov 18
o Winter Mart, Dec 2
o Trailer Trash’s Trashy Little Xmas Show, Dec 9
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.
35
District Energy + Thermal Energy Systems
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
Update regarding DMC district energy system investment to advance DMC goals for carbon emissions reductions.
Project Updates:
1.The City of Rochester is convening stakeholders and consultants to develop the business plan that will
support the desired outcomes of the District Energy system, as well as entering into conversations with
Mayo Clinic about the possibility of connecting the Mayo system with the City system for greater overall
efficiency of the system due to large heating loads that are currently exhausted as waste heat by Mayo.
2.The potential to create additional thermal Energy loops in the DMC District has been identified, which
would help achieve the carbon reduction goals adopted by DMC and City of Rochester. Further due
diligence is underway and it is expected that some policy recommendations will be developed.
3.With its downtown location, proximity to infill redevelopment sites and other factors, the City and DMC
EDA have been partnering for a period of years to leverage the City investment in its facilities to create an
electrified + geothermal district energy system, and will continue to collaborate to implement and
potentially grow the thermal energy systems over more of the District.
Background:
In 2015, DMCC adopted the DMC Development Plan, where the principles of sustainability planning are
interwoven throughout, through an integrated mix of medium-to-high density uses, integrated live-work
environments and green/park space features throughout the downtown. Subsequent action by the DMCC board
further reinforces its commitment energy, environmental sustainability and the evaluation and strategic pursuit
of district energy systems (DES):
•2015: DMC Sustainability Goals Adoption within DMC Development Plan
•2015: Sustainable Energy Options Report Accepted by DMCC
•2016: District Energy System Resolution Passed by DMCC
•2019: EIC Strategic Energy Project Plan Approval by DMCC
•2023: Rochester City Hall installs first downtown geothermal wells
Recognizing the role that a downtown district energy system could have on realizing its energy consumption and
carbon footprint reduction goals, DMCC authorized $7.2 million in the 2024 Capital Improvement Program,
building off prior investment in preliminary engineering studies.
Since 2007, the City of Rochester has made substantial gains toward meeting its climate goals and is on track to
achieve a 50% reduction community-wide by 2030. That said, more focus is needed to achieve a 100% reduction
by 2050. Electrification of heating systems for homes and buildings and electrifying car and truck fleets are critical
to achieving this next stage of reduction.
District Energy helps achieve this goal by connecting buildings to the system that already has an electrified heating
and cooling source, allows this to happen at scale, and at the pace of private development. The more who connect,
the lower the utility rate and efficiency of the system. The DMC EDA and City staff leading this project believe this
will also help attract private developers to our market aligned with the sustainability approach, and goal of
realizing additional housing affordability for rent and ownership in the downtown.
36
Equitable Economic Development
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Workplan Update:
1.Community Co-Design Updates:
a.On October 3rd, 2023, we hosted a graduation celebration for the second cohort of community co-
design facilitators. The participants will complete a 25-hour training to facilitate community co-design
projects in our community. The facilitators who received the training are from the following
organizations: Rochester Public Schools, Education Minnesota, United Way of Olmsted County,
Rochester Area Foundation, and Olmsted County Public Health. The total community co-design
facilitators who graduated so far is 14. We will offer a 3rd cohort for the facilitator training in
December 2023.
b.We offered the Community Co-design Leadership Training in October 2023. This was the third cohort
where we trained a total of 24 community and organization leaders from City of Rochester, Rochester
Public Schools, Olmsted County, Mayo Clinic, Three Rivers Community Action, Rochester Art Center,
and many other organizations. The total number of community leaders who received the training so
far is 68.
c.We are continuing with the community co-design bi-monthly meetings to inform the community
about co-design efforts, projects, reports, and all the resources to ensure the success of community
co-design. All the information related to community co-design can be found in the Rochester co-
design page on the DMC website.
2.Equity Alliance Updates:
a.Equity Series: Since July 2023, we launched 4 episodes of the Equity Series. Community Wealth
Building, How Transformative Equity Analysis can unveil critical insights and elevate organizational
efficacy, enhancing Equitable Housing Opportunities, The Racial Equity Dividends Indices are the
topics of the episodes we presented so far. The series will be an opportunity to introduce diversity,
equity, and inclusion best practices, build sustainable DEI community strategies, and build advocacy
and allyship within the Rochester community.
3.DEI Best Practices:
a.Goodenough Consulting DEI Partnership: In July, DMC EDA formed a partnership with Goodenough
Consulting to complete the following items:
i.DMC EDA Diversity, Equity, and Inclusion Assessment- 2023
ii.Provide a report and recommendations-2023.
iii.Asist in creating DEI implementation plan-2024.
iv.Provide DEI training and consultation for DMC EDA staff-2024.
37
b.Community Connections and Capacity Building: We are continuing to work with grass root
organizations and BIPOC led nonprofits to build relationships with the communities they work with.
Through the RDA Start-Up Grant, we assisted organizations like Pamoja Women to launch their first
African Cultural celebration to promote business owned by African women. We established monthly
check-ins with the following organizations to build trust with BIPOC and unrepresented communities
and provide resources and capacity building opportunities:
i.NAACP
ii.Community Mobilization Resource Coalition
iii.Cradle 2 Career
iv.Pamoja Women
v.Rochester Downtown Mosque
vi.Sports Mentorship Academy/Andre Crockett
vii.Rochester Public Schools.
4.Affordable Housing Updates:
a.Emerging & BIPOC Developer Expo: October 5th, DMC EDA and Greater Minnesota Housing Fund
hosted the Emerging/BIPOC Developer Expo in Rochester, MN in Two Discovery. We had 89
registered attendees for the event. The event attracted local and regional BIPOC/Emerging
developers who are interested in learning more about the financial resources available in our
community. Resources for local and regional emerging developers were provided by the following
organizations and programs: City of Rochester, Equity in the Built Environment, DMC EDA, Collider,
NEOO Partners, SBDC, RAEDI, ULI, GMHF, Coalition for Rochester Area Housing, and Southwest
Minnesota Housing partnership.
b.Housing Developers Monthly Check-ins: We are continuing our monthly check-ins with 10
developers who are interested in the Rochester community. We provide the developers monthly
updates about the following sites: Riverfront, West Transit, and Kmart. We will continue to provide
DMC district site opportunities and City of Rochester opportunities to housing developers, and
emerging/BIPOC developers.
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Housing
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested
Workplan Update:
To meet the downtown housing demands outlined in the background section of this update, the DMC EDA has developed a housing
strategy within the 2023 workplan. Below is a summary of the strategies and progress since the last update.
Background:
The downtown housing market demand for market rate units, affordable and subsidized units, and senior housing units by 2030 are
summarized below. In previous board packets, a full summary and explanation of the data and its sources were included.
•1,213 affordable and subsidized units at varying levels of affordability
674 units at 30% AMI or below
224 units at 30% to 50% AMI
315 units at 50% to 80% AMI
•1,840 market rate units of varying type and affordability
1,472 market rate rental
236 multifamily for sale
132 single family for sale
•919 senior housing units of varying type and affordability
Active adult ownership: 147 units
Active adult market rate rental: 248 units
Active adult affordable: 180 units
Active adult subsidized: 9 units
Independent Living: 128 units
Assisted Living: 125 units
Memory Care: 82 units
•Total: 3,972 housing units needed by 2030 (22% of county-wide housing market demand)
2023 Affordable Housing Update:
Bryk Apartments (180 units, completed).
Current Contribution:
•54 units at 50% AMI
•18 units at 60% AMI
•54 units at 80% AMI
•54 units at 110% AMI or less.
2024 Housing Strategies:
Communication
Digital and Print Communication Strategies:
•Create digital campaigns on the DMC website and social media platforms to ensure visibility to DMC’s housing priority.
•Create a housing prospectus that outlines the DMC’s development process, Rochester community housing funding
resources, sustainability goals, and equity in the built environment goals.
•Update the current development application.
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Engagement
Share market needs and recruit developers to deliver the various housing products needed within downtown:
•Real Estate Summit
•Prioritized recruitment and developer host visits
•Establish a nation-wide housing developer analysis to broaden interest in the Rochester market.
•Host events to connect developers with private property owners in the DMC district to create networking opportunities.
Community Housing Partnerships
Collaborate with public and private partners to realize the downtown and community-wide outcomes:
•Rochester Housing Coalition Leadership Council Member.
•Collaborate with Rochester financial institutions to research the opportunity to create a coalition for community
reinvestment act to secure additional funding for Rochester community housing needs.
Housing Data Analysis:
•Analyze promising housing approaches:
•Cooperative Housing.
•Rent to Ownership Models.
•Accessory Dwelling Units.
•Prefabricated construction methods.
•Assess current vacant office spaces and hotels.
•IRA related opportunities.
•Research Development & Housing Grants to Identify Additional Funding Sources
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Mobility
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
A multi-modal mobility strategy for the DMC has been developed that includes the implementation of a Rapid
Transit Circulator, which is the current focus of DMC’s mobility infrastructure investments.
Recent LINK BRT Milestones:
-Design advancing to 90% completion in Fall 2023
-Procurement process training completed
-SHPO found No Adverse Effect for existing design
Upcoming BRT Milestones:
-Complete key state and Federal environmental reviews and risk assessments (2023)
-Finalize vehicle design and place order (4Q 2023)
Vehicle Design:
Goals:
-High amenity to provide a unique experience.
-Futuristic and innovative visual features.
-Experience equal to or better than driving.
Areas of influence:
-Exterior design
-Interior layout, materials, amenities, air quality
-Technology utilization
-Safety features
Fulfilling the DMC Vision, Mission, and/or Goals:
DMC EDA Staff are working in collaboration with the City staff and the consultant team, SRF, with a continued
focus on the goal of creating a world-class experience that centers equity of access and foregrounds BRT as a
desirable consumer choice.
Current Status:
See above milestones.
Next Steps:
See above milestones.
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Project Previews
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
While all private development projects submitted to DMC must meet the “but for” test, DMC EDA staff evaluates
each submitted project against the priorities set by the Board before developing a recommendation for the Board.
Below is a summary of Board priorities as staff understand them:
•Geographic priorities: Heart of the City, Discovery Square, TOD corridor
•Product Type: Preferencing med-tech and workforce housing development
•Prioritize projects most likely to achieve DMC goals: private investment, job creation, tax base growth
•Validate market demand; support first-in-market opportunities
•Meet or exceed Sustainability targets
•Contribution to City of Health experience goals
Areas of focus adopted as part of the Phase 2 development update (Nov. 2020 adoption):
•Economic diversification
•Housing affordability
•Mainstreet innovation
•Local entrepreneurs
•Local minority and women-owned business capacity
Below is a summary of active conversations underway with private developers within the DMC District. Inclusion
on this list does not mean that these projects will ultimately apply for DMC funding, but rather is included to give
you an overview of what kinds of projects are currently being contemplated within the district that may come
forward in the future for a funding request.
HOUSING
Civic Center North Lot
In fall 2021, The City of Rochester issued an RFP to developers for the
parking lot across from the Civic Center. The City elected to enter exclusive
negotiations with Sherman Associates as the preferred development
partner, and are in the midst of those negotiations. Potential alignment
with the District Energy system under development in downtown is also
being explored with this project.
Due to the current interest rate environment and continued high costs of
construction, the project gap on this project has grown significantly. City
and DMC EDA staff are working closely with the developer to scenario plan
what options are possible to keep this project advancing forward. Staff
anticipates advancing this project for consideration by this Board in 2024.
West Transit Village (WTV) The western terminus of the LINK Rapid Transit line is envisioned as a
42
transit village that will accommodate several hundred units of mixed
income housing and amenity retail in addition to the transit and parking
infrastructure needed on the site. Mayo Clinic is in active negotiations with
their selected developer partner and has refined the project vision to
include +/- 300 units of housing, retail, parking and public realm.
Michael’s Site A high-rise condo/office building is in the early planning stages for this
Broadway location. A grocery store, pharmacy and restaurant as well as a
limited amount of office and/or UMR spaces are planned for the lower and
middle floors. A skyway connection is also included as part of this portfolio.
Demolition of the existing building started in August 2022.
This project is still in concept planning, and expectations have shifted to
2024 for continued conversations.
CityWalk Apartments
City Council approved in early November a 12-story, 361-unit market rate
apartment building on the south side of 2nd Avenue and 6th Street. They
have received Main Street grant funding to support a pocket park and
streetscape improvements.
YMCA Development
Redevelopment of the downtown YMCA site into approximately 215 units
of multifamily housing including some ground floor live-work spaces.
Thoughtful integration of the project into the adjacent Soldiers Field and
the approach to affordability levels are main topics of discussion.
This project is anticipating a construction start this year.
HOSPITALITY
Olmsted Bank Building
14 units of residential on top of an adaptive reuse of the existing bank
building for a restaurant/cafe use on the ground floor. Opportunity to
show potential of adaptive reuse above an existing building and
revitalization of a central location that can leverage existing parking
infrastructure.
The project was awarded $200,000 in Main Street Grant funds and then
received additional Main Street grant funds.
Post Office
The Post Office building on Broadway is owned by a Utah-based hospitality
developer with local ties.
Owners of the building are proposing a 140-key boutique hotel for longer-
term travelers. The developer is interested in sustainability and
considering a flag that aligns with this environmental approach.
This project has submitted a TIF application to the City of Rochester.
However, currently interest rate environment has added additional project
costs and widened the gap for feasibility, so the project is under continued
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review for possible solutions.
OFFICE/LAB
Three Discovery Square An application has been submitted for Mortenson’s DS3 project that
proposes a 7-story speculative building that is half lab space half CGMP
space (clean manufacturing). DMC EDA staff is in early review of the
submitted materials along with City staff.
Fulfilling the DMC Vision, Mission, and/or Goals:
DMC aims to support private investment that is in line with the overall mission of the DMC Initiative. The 20-year
goal is to attract more than $2.1B of non-Mayo private investment.
Approvals, milestones, and decision points:
As projects further develop their plans we will continue to update the Board and if an application for funding is
submitted the formal review process will begin. Currently Discovery Square 3 is an active application under review.
44
Discovery Walk
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
Discovery Walk is a linear parkway along 2nd Avenue SW in downtown Rochester that will serve
pedestrians as well as vehicle access.
Discovery Walk will connect Heart of the City to Soldiers Memorial Field and will create a high amenity
pedestrian experience while also maintaining flexibility for bike and vehicular access, civic events, and
future development.
Updates:
•Construction is concluding for the year, with completion anticipated in spring 2024. Final
planting, road striping, site element placement, and installation of the climate accommodating
structures will occur in the spring.
•Pedestrian lighting art and the snowmelt system is installed and will be operational this winter.
•Stone berm construction along the 400 block is nearly complete.
•300 block pedestrian ramp and hardscapes and nearly complete.
•The 200 block of 2nd Ave. SW is closed to vehicular through-traffic but open for Mayo Clinic’s
blood donor center.
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.
Work plan or capital improvement budget implications:
Completion of Discovery Walk has been budgeted for within the DMC CIP.
45
Heart of the City
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
Heart of the City Phase 1:
-Construction Update:
o Catenary lighting system poles were installed in early October 2023
o Catenary lights are anticipated to be installed in late Fall 2023
-Paver Update:
o Current Issue:
While the Heart of the City Phase 1 was designed to be an immersive experience, the City of
Rochester and DMC have received feedback from community members that portions of the
newly designed plaza are perceived to be uncomfortable and/or difficult to navigate;
The City and DMC are committed to creating a better experience for all members and visitors to
the Peace Plaza and have been actively taking actions to review the design and potential
solutions (both temporary and permanent);
o Current Action Steps
New signage being added to the plaza highlighting the pavers that have raised lettering;
Creation of a Stewardship working group (City, DMC, RDA, Threshold) to address daily
maintenance, management and cleaning of the space;
Working with the project designer, Coen+ Partners, and artist, Ann Hamilton, regarding the
current situation and possible solutions;
Developing a outreach strategy.
Additional notes:
-Holiday lighting was added to the trees along First Avenue. Feedback from stakeholders has been very positive.
-Anticipating RDA holiday activation (Here Comes Santa Clause, etc.)
-Multiple new businesses have announced their plans to open in the Peace Plaza area including:
o Ruth's Chris Steak House
o Pebble Spa
o Handmade Natural Beauty Boutique
o Fresh-N-Green
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.
46
Soldiers Memorial Field
To: DMCC Board
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
Soldiers Field Memorial Park is 150 acres in size with 4,000 feet of riverfront. It is currently comprised of memorials,
active recreation space, an 18-hole golf course, aquatic amenities, a track and field facility (with winter skating), tennis
courts, a baseball field, playgrounds, hockey rinks in winter, and trails.
Project improvements underway include a new aquatics area with a lazy river, 3 waterslides, 50-meter lap pool, a
renovated bathhouse, a shallow pool, and a splash pad. Additional improvements also include an inclusive playground
and shelter at Roy Sutherland Park (east side), new basketball courts, and a SW trail connection.
Project Update:
Project improvements are well underway with the majority of updates currently under construction. The pool was
closed for the 2023 summer season.
A “Big Dig” community event was held on October 7, 2023 in partnership with the City of Rochester, Kraus-Anderson
Construction, and Rochester Local. The goal of the event was to bring awareness of the Soldiers Field project to young
families. There were approximately 1000 people in attendance.
Work plan or capital improvement budget implications:
Included in the 2023 Capital Improvement Budget: $10,000,000.
In 2020, Rochester voters approved a referendum for park investment, with $7M allocated towards Soldiers Field
Memorial Park. In 2022, the City of Rochester Parks & Recreation Department was awarded a Federal Land and Water
Conservation Fund (LWCF) grant for the redevelopment of the recreation facilities at Soldiers Field Memorial Park.
Additional funding is approved by the Destination Medical Center (DMC) Board, with a total budget of $18.5 Million.
Approvals, milestones, and decision points:
2014
City Council
apprvoedpast
Soldiers Field
Master Plan
2022
Request by
City Council to
update
Master Plan
Oct 2022
Park Board
approval of
short-term
Soldiers Field
Master Plan
TBD
City Council
Approval of
Master Plan
2023
Anticipated
construction
to begin (2024
completion)
47
Downtown Rochester Task Force
Grow Downtown Together Workgroup
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
In early 2023, the Downtown Rochester Task Force was established to help accelerate Rochester’s path
forward and build a more resilient downtown. The goal of the Task Force is to collectively create a
community-based action plan that identifies (1) immediate and short-term recommendations while
considering long-term needs (2) responsible organizations/partners, and (3) timelines associated with
each recommended action item.
Out of the action plan, both DMC EDA and DMCC boards supported DMC staff leading the Grow
Downtown action plan items. These items have been incorporated into immediate workplan strategies
and tactics as well as informing 2024 workplan strategies and tactics.
The newly created DMC Grow Downtown Together strategy focuses on strengthening the demand
drivers of downtown (the entities that are destination-worthy and can only find them in downtown
Rochester) which include:
-Mayo Clinic
-University of Minnesota Rochester
-Downtown Housing
-Cultural Anchors (examples include)
o Mayo Civic Center
o Art Center
o Civic Theatre
o Chateau Theatre
-Catalytic Retail
To do this, DMC has convened a small initial workgroup of downtown stakeholders to build a collective
strategy to grow downtown together. Participants shared concerns, opportunities, and areas of
prioritization. With the help of the workgroup, DMC staff created a set of strategies and tactics to
support this work. This work will create the pathway to the most impactful work DMC and downtown
stakeholders can do together-- attracting people downtown.
DMC EDA staff are gathering information and exploring tools to support this work, including:
-Placer.ai, Physical Market Intelligence Platform that provides insights to understand its
audience, surroundings, and competition
-Specialized recruitment services
The Task Force is also planning to present at the November 20 City Council Study Session. A full report
will be submitted, and a copy and council feedback will be shared with DMCC at the next meeting.
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West Transit Village
To: DMCC Board of Directors
From: DMC EDA
Date: November 10, 2023
Request of the board of directors:
No action requested.
Background:
The DMC vision for the West Transit Village is to provide an authentic place where people want to be that
includes mixed income housing, amenity retail, childcare and public spaces that leverage the opportunity to
make the BRT journey better than a trip in a private single occupant vehicle.
To realize this ambitious vision, Mayo Clinic, the City of Rochester, DMC and a private developer need to
collaborate. The parties have agreed to a public-private partnership approach but are also mindful of the FTA
transportation funding schedule for the transit elements of the site as well.
Fulfilling the DMC Vision, Mission, and/or Goals:
The DMC goal of mode shift for transportation requires a significant portion of commuting trips downtown to shift
away from Single Occupant Vehicle (SOV) trips and towards other modes including Bus Rapid Transit. The West
Transit Village is a key element of enabling the BRT to function well and provide an experience befitting the goal
of DMC as a world class destination.
Approvals, milestones, and decision points:
Real estate advisory firm NTH was retained by DMC EDA and Mayo Clinic to assist in positioning the Mayo Clinic
West Lot on 2nd Street SW for future development as the “West Transit Village” and to take advantage of the BRT
line being developed along 2nd Street SW. Through that RFP process Mayo has selected a team of Kraus Anderson,
Aeon, and Perkins + Will as the preferred development partner.
Mayo, the development partner, City staff and EDA staff are participating in a series of design charettes to develop
a preferred final development site plan and BRT infrastructure plan for the site. The preferred site plan has now
been agreed upon and is advancing into more detailed design development.
The next steps include:
-Mayo Clinic and developer to establish base conditions of the site transaction and move towards a
codified agreement, targeting fall 2023 for documentation
-Further advancement of the site design to provide conceptual pricing and definition of the needed
infrastructure components of the site
-Return to DMC Board with a request for support of needed infrastructure components
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