Loading...
HomeMy WebLinkAbout2/9/2023 DMCC Collaborative Session - PresentationDMC PRIORITIES EVALUATING DMC INVESTMENT OPPORTUNITIES OUR DECISION-MAKING PROCESS DMC Development Plan Goals DMC Guiding Principles DMC Strategic Priorities Annual Commitments -Visionary Planning -$5.6B of private investment -30,000 jobs -$7.5-$8B new tax revenue -Highest quality experience -Be Bold -Economic Engine -Comprehensive Strategy approach -Market Driven -Dynamic Downtown Core -Mobility to support growth -Model for Sustainability -Tech+ Innovation to promote globally -Heart of the City -Development along the Rapid Transit Corridor -Discovery Square -Waterfront -Transportation -Capital Improvement Plan -Workplan and operating budget Guiding $585M Public Infrastructure Investment The public infrastructure necessary to allow for job growth, capital investment, new tax generation, an improved community experience, and the fulfillment of the DMC vision + Attracting $5.6B Private Investment The programs and project support to attract developers, private capital, and new businesses. DESCRIBING DMC’S PURPOSE, IN TWO STEPS TRANSLATING OUR PURPOSE TO PROJECTS •Public Realm •Mobility •Strategic Development •Streets and Sewers •Programs and Operations PUBLIC REALM Outcome: Achieve DMC investment and experience goals Investments include: •Discovery Walk (Completion) •Chateau Theatre (Continuation) •Soldiers Field improvements (New) •Riverfront development (Preparation) MOBILITY Outcome: Move downtown residents + workforce, patients and visitors via a high-quality mobility network Investments include: •Link rapid transit development •Second Street SW reconstruction STRATEGIC DEVELOPMENT Outcome: Targeted public investments necessary to secure extraordinary private investment and improve the community experience Possible investments: •Bio-med-tech •Small-and medium-scale redevelopment •Development along the Rapid Transit Corridor STREETS AND SEWERS Outcome: Build the public infrastructure necessary to support and enable economic activity and investment Investments include: •6th Street (design) •Sanitary sewer improvements PROGRAMS AND OPERATIONS Outcome: Support the organizational and programmatic activities necessary to implement the DMC development plan New in 2023: •Added capacity for business development and lead generation •Resources to fulfill DMCC board expectations for advancing equity, sustainability, affordability, community engagement, and health •Capacity-building within the City of Rochester FUTURE PLANNING AND DECISION POINTS Through 2024 and beyond: •Riverfront (6th St. Bridge, river access, infrastructure) •West Transit Village •Major Development Projects (TBD) •Discovery Labs (simulation lab, wet lab, maker space) •Wayfinding and neighborhood connectivity •Smart City digital infrastructure •Heart of the City Phase 2 •Downtown facilities/bathrooms-showers •Opportunities associated with Mayo Clinic 5 Year Capital Plan •Energy Infrastructure Organizational Priorities February 9, 2023 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Strategic Priorities 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov City Vision, Principles, & Priorities Strategic Priorities & Action Plan Background Strategic Priorities ACT ION PLAN Goals Tactics Key Performance Indicators (KPIs) 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov 2-Year Budget Process Action plan becomes working document City teammates use to build budget City Council approves action plan City Administrator works with City teammates to develop action plan Identify Strategic Priorities Strategic Planning Session Economic Vibrancy 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Unified Development Code What does the UDC accomplish? •Aligns development standards with the Comprehensive Plan •Efficient and predictable approval processes for residents and developers •High quality base standards that reflect best practice •Aligns Development Incentives with Priorities Council Approval September 7th 2022 Implemented January 1st 2023 Zoning map update kick-off March 2023 First planned update, June 2023 Regular yearly updates for continuous improvement 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Rochester Downtown Task Force Collaborating to create a community -based framework for moving downtown Rochester forward Accelerated 90-Day Model to develop plan •In-person and virtual listening sessions •Sessions moderated by 3rd party to ensure productive dialogue Task Force formed from Coalition of Key Downtown Organizations ●Mayo Clinic ●DMC EDA ●RAEDI ●RDA ●Experience Rochester ●City of Rochester Strategic Priority: Economic Vibrancy & Growth Management •Reopening and Resiliency •Strengthening collaboration with economic development partners Strategic Priority: Quality Services for Quality Living •Developing services and actionable items for downtown business owners and stakeholders 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Reactivation of Downtown Economy •Diverse options for entertainment,education, and enrichment •Unique opportunities to partner and launch new events like the Night Market •Debut of Celebrate Rochester New Year's Eve party •Debut of Rochester Restaurant Week CONVENTIONS COMEDIANS CONCERTS COMMUNITY ENGAGEMENT @ A look Forward •Organizational Culture High Performance Teams Continuous Improvement Quality Services •Strategic & Transformational Community Investment 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Clarity -Alignment -Unity •Alignment •Unity 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov High Performance Team Model 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov City Staff are developing tools to increase access to information about project timelines and impacts. •New Construction Mapping tool •Agency Counter planning & permit dashboard •Co-Design Toolkit •Business Forward Strategy 2023 Construction Coordination Continuous Improvement City Staff are coordinating with community partners, like Mayo Clinic, to ensure the footprint and timeline of City projects mesh with other projects.Staff meet regularly with partners impacted by or planning construction. •Development Review Committee (Weekly) •Predevelopment consultation meetings (weekly) •Development Services Committee (Monthly) •LINK RT Coordination meeting (Weekly) MEETINGS TOOLS 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Soliders Memorial Field Master Plan: Implementation Begins •Final construction design based on Preferred Alternative Concept starting •Award of Bid •Construction to begin on new Aquatics Center with operations expected by 2024 •West Trail construction and Playground construction also anticipated to proceed •Extensive community engagement led to refinement of plan and increased trust and confidence in Parks & City 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Award-winning Riverfront Small Area Plan •Project designers Gamble Associates, were recognized by the Boston Society for Architecture, receiving top honors in the Campus and Urban Planning category. •Plan incorporates natural features and existing historic buildings into a cohesive campus. •Commercial, residential, and recreational spaces all feature, with opportunities for private development within the scheme. West Site East Site Gamble Associates Gamble Associates 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Other Big Things Coming in 2023 •North Civic Center Lot Redevelopment •Possibility of New District Energy Phase 1 •Begin Design 6th Street Bridge •LINK Rapid Transit •Final design •Bid award •Bus Procurement starting •Mayo Civic Center •Marquee •Park improvements for outdoor activation •Partner Investments in Food & Beverage Experience •Chateau Theater Improvements •Restroom renovations •HVAC upgrades 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov State and Federal Advocacy in 2023 State Bonding Requests •Extension of 2020 Airport Runway Bonding Authority (No state cost;technical request) •Regional Park-and-Ride Parking Facility ($4M state request) •Willow Creek Regional Trail & Safety Connection ($1.875M state request) •Regional Parks & Forestry Maintenance Operations Center ($17.5M state request) Federal Grant/ Congressional Directed Spending •ZIPS technology and phone app improvements (SMART, USDOT) •Park and ride parking facility (Bus & Bus Facility; USDOT) •Downtown riverfront vacant Parcels (Brownfields; EPA) •LINK bus rapid transit (Smart Starts; Federal Transit Administration) •Energy/sustainability opportunities in housing, airport,stormwater,public/private partnerships (Department of Energy) Sales Tax Continuation Strategy -$205M over 16.4 Years •Economic Vitality Fund (Housing Focus) -$50M •Street Reconstruction -$50M •Flood Control and Water Quality -$40M •Regional Sports and Recreation Complex -$65M 201 4th Street SE, Rochester, MN 55904 www.rochestermn.gov Tying it All Together THANK YOU 1 OLMSTED COUNTY 2023 BOARD PRIORITIES Heidi Welsch, Olmsted County Administrator 2 NEW 2023 COUNTY BOARD! 3 WHAT WILL YOU SEE US WORKING TOWARDS IN 2023? Assure safe and healthy communities Be good stewards of our built and natural environments Maintain foundations of democracy Provide operational excellence 4 Assure safe and healthy communities 5 ADDING TO THE AFFORDABLE HOUSING CONTINUUM •$10M American Rescue Act Funds •Mayowood II: Senior Housing 6 FAMILY HOMELESSNESS PREVENTION •2.0 Social Workers approved with new funding to work with schools. 7 EXPANSION OF CARE COORDINATION 8 UNWIND THE PANDEMIC IN PUBLIC ASSISTANCE •30,000 cases to be reviewed as the pandemic emergency ends. 9 REINVEST IN JUSTICE SYSTEM Reinvest in the justice system to be fiscally and socially impactful and address inequities and racial disparities. 10 IMPLEMENTING THE JOINT STUDY ON RACE AND RACISM AS A PUBLIC HEALTH ISSUE 11 Be good stewards of our built and natural environments 12 OXBOW NATURE CENTER •Suffered from many construction delays in 2022; but we expect opening in spring 2023. 13 CLIMATE MITIGATION AND RESILIENCY PLAN 14 IMPLEMENT THE OLMSTED SOIL HEALTH PROGRAM •Full program in spring 2023 •Potential use of $2M additional that were set aside. 15 DISPOSITION OF THE FORMER SENECA PROPERTY & CONTINUED WORK ON GRAHAM PARK 16 MATERIALS RECOVERY FACILITY https://www.olmstedcounty.gov/residents/garbage-recycling/proposed-materials-recovery- facility-mrf 17 CSAH 44/TH 14 INTERCHANGE 18 Maintain foundations of democracy 19 GOVERNMENT CENTER CONVERSION TO THE JUSTICE TOWER 20 FOCUS ON COMMUNITY ENGAGEMENT PROCESSES AND TECHNIQUES •Community Council work underway. 21 Operational Excellence 22 2024-2034 COUNTY STRATEGIC PLAN UNDERWAY 23 STAY CONNECTED! •Visit www.olmstedcounty.gov and subscribe to receive county news updates delivered right to your email box! •Follow Olmsted County on social media … We even have TikTok too!