HomeMy WebLinkAbout2025 Year-End Action Plan Report
2025 Year-End Update
2025 Action Plan | Year-End Update
Action Plan Overview
The City of Rochester’s Action Plan, first
implemented in 2021, serves as our roadmap
for success. It outlines current initiatives aimed
at advancing City Council's Strategic Priorities:
Economic Resilience
Housing Access
Inclusive Growth Management
Responsible Environmental Stewardship
Transformational Capital Projects
Benefits of the Action Plan include:
Shared Vision
Communication & Collaboration
Accountability & Transparency
Completed: 1
On Target: 79
Delayed: 3
Off Target: 0
Not Started: 11
Total: 93
2025 Action Plan | Year-End Update
Action Plan Alignment
Our Action Plan supports the City’s Strategic Priorities by translating them into specific, actionable steps. Each action item aligns with a
priority, ensuring coordinated efforts across all departments. This alignment allows us to effectively track progress, measure success,
and adapt to new challenges and opportunities, driving meaningful improvements in our community.
2025 Action Plan | Year-End Update
Action Plan Highlights
Updates:
Permitting Modernization: Accela moved to the Cloud + new roofing and siding permit
implemented.
Regulatory Improvements: Administrative Fee Ordinance implemented + Film Permit
license in development.
Chateau Theatre: Operating Analysis competed + City Council direction received;
operational strategy and renovation estimates underway.
Equitable Procurement: Disparity Study actions incorporated into purchasing policy with
improved tracking tools advancing.
Updates:
Housing Stability: 15 rehabilitation loans completed + 378 housing units created
or preserved.
Lead Service Line Replacement: First construction contract awarded + 20
lines replaced; next phase bidding May 2026.
Permitting Efficiency: 88% of residential permit reviews completed within two weeks.
Homeless Outreach: Outreach navigator connected 26 individuals to housing, treatment,
and support services.
Chateau Theatre
Economic Resilience
Housing Access
Lead Service Line Replacement
2025 Action Plan | Year-End Update
Updates:
Transportation Planning: Mode Shift Coordinator position filled.
Transit Optimization: Increased route frequency + redesigned routes + improved rider guide
usability.
Infrastructure Investment: Secured $1M in federal funding for East Zumbro
sewer improvements.
TIF Modernization: Comprehensive Tax Increment Financing (TIF) Management Plan
underway + policy updates expected summer 2026.
Updates:
Renewable Energy Progress: Wind power agreements executed (~2-3 energy supply) +
20MW battery storage authorized.
Advanced Metering: System launched Jan 2026 + pilot deployment underway.
Energy Efficiency: Exceeded MN ECO Act targeted with 17.4M kWh saved in 2025.
Electric Vehicle (EV) Infrastructure: Charging rate policy implemented + regional
grant partnerships advancing.
Inclusive Growth Management
Public Transit Dashboard
Responsible Environmental Stewardship
EV Infrastructure
2025 Action Plan | Year-End Update
Updates:
LINK Bus Rapid Transit: Construction ~27% complete + fleet delivery expected late 2026.
6th Street Bridge + Riverfront: Design nearing 90% + major permits advancing.
Downtown Geothermal Project: Wells installed + system startup completed with early
energy reductions (48% City Hall | 69% Art Center | 63% Library | 10% Civic Center) + final
work continuing into 2026.
North Broadway Phase 2: Construction ahead of schedule + completion anticipated June
2026.
Other Highlights
Language Line + Pay Differential Program: Expanded language access services + language
line now available across six departments and 311.
Organizational Services Integration: Fleet integration nearing completion + enterprise IT and
Safety recommendations being finalized for leadership review.
Air Quality Monitoring: Public-facing sensor network established with citizen science
component + standardized maintenance procedures implemented.
Urban Forestry Program: New arborist position added to accelerate pruning efforts +
Boulevard Tree Master Plan grant secured.
RCTC Recreation Partnerships: Expanded community access with new morning pickleball +
basketball programming options. Community engagement and enhanced Rochester Sports
Center partnership to be considered Spring of 2026.
Transformational Capital Projects
6th Street Bridge Rendering
2025 Action Plan | Year-End Update
Full Action Plan
The following pages include a comprehensive table of our full action plan. Items are organized by Strategic Priority, by goals, and then
tactics.
Want to learn more? Explore our website at www.rochestermn.gov/priorities for details on our Strategic Priorities, past Action Plan
updates, DEI Action Plan, and Legislative Priorities.
Action Plan (2025 Year-End Update)
Items Lead
Department
Current:
Status Current: Update Start Date End Date
1 Economic Resilience
2
Develop a cohesive city economic development
strategy and staffing model that complements key
economic development partners
3
Role & Staffing: Clarify the City’s economic
development role and explore staffing that supports
the City’s role. Review how we can enhance
collaboration with Rochester's existing economic
development ecosystem, including Destination
Medical Center, Rochester Area Economic
Development Inc., Small Business Development
Center, Collider, the emerging biolab, Mayo Clinic
Accelerator, Discovery Square, and others.
Admin On Target We began meeting with community partners in August 2025 to map Rochester’s
economic development ecosystem. This work will document existing programs,
identify gaps, and define shared goals between the City and community partners.
11/03/25 Ongoing
4
Regulatory Commitment: Evaluate existing and future
regulations and licensing to reflect community needs,
support the City’s strategic priorities, and encourage
investment in Rochester.
City Clerk On Target In 2025, we implemented a new Administrative Fee Ordinance that brings all license
types under the Administrative Citation process and establishes a framework for
regulation through hearing officers. The process governs fines for licensing violations
and creates a more proactive regulatory approach that aligns with City standards
while minimizing disruption to license holders' operations. We also began developing
a new Film Permit license class to support Rochester's goal of becoming a film-
ready community and promote tourism through film production.
10/01/25 Ongoing
5
Business Retention and Expansion: Develop a
proactive business retention strategy focused on
small, minority and locally-owned businesses.
Admin On Target Beginning February 1, 2026, we will advance this work through the City’s Economic
Mobility efforts. In Q1 & Q2 2026, we will collaborate to establish a formal business
retention framework and implementation strategy focused on outreach, data
tracking, and support tools for small, minority-, and locally owned businesses.
06/01/26 Ongoing
6
Equitable Economic Development: Implement
recommendations from the Disparity Study with a
focus on actions that will increase small, minority and
locally-owned business participation that is more
reflective of contractor availability. Continue to
evaluate city procurement goals and policies to
address contracting disparity.
Admin On Target We prioritized actions that can be implemented immediately and incorporated them
into the purchasing policy in collaboration with the Finance Department. We are also
transitioning to new software that will improve tracking of Targeted Business
Utilization and make it easier for contractors to access certified Disadvantaged
Business Enterprises.
Ongoing Ongoing
7 Implement a tourism strategy that enhances evening
and weekend economic activity
8
Events: Support free and inclusive cultural
experiences that bring people together, strengthen
Rochester’s evening and weekend economy, and
foster community vitality. Continuously refine event
offerings to ensure strong public engagement and
activation of community spaces.
Public Music On Target We expanded and refined our event offerings to increase public engagement,
focusing on free and inclusive programs that activate parks and downtown spaces.
Attendance, community participation, and partner interest continue to grow as we
strengthen Rochester’s evening and weekend economy.
Ongoing Ongoing
9
Trails: Develop a strategy to plan, prioritize, fund,
construct and maintain local and regional trail
connections.
Parks & Rec Delayed We planned to evaluate trail conditions to help prioritize funding and integrate the
results into the annual work plan; however, the Public Works assessment has been
delayed. Routine trail maintenance has continued as scheduled.
04/01/26 12/01/26
10
Park Development and Investment: Complete an
update to the Parks Master Plan that prioritizes park
features and amenities that enhance positive user
experiences for community members and visitors.
Review parkland dedication to ensure sustainable
park and trail investment and other financing options
that allow investment in parks to support
implementation of the plan. Review existing
partnerships and policies with different associations to
ensure community access, sliding fee schedules, and
a balanced financial partnership. Evaluate
programmatic gaps and solutions for meeting those
gaps in new or existing facilities.
Parks & Rec On Target The Parks and Recreation System Plan update was reviewed as part of the
2026–2027 budget planning process. Over the next three quarters, we will develop
the project scope of work, with a request for proposals anticipated in early 2027 and
plan updates occurring throughout 2027.
06/01/26 12/31/27
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Items Lead
Department
Current:
Status Current: Update Start Date End Date
11
Regional Sports and Recreation Assets: Develop final
cost estimates and financing options for Phase Two of
the Regional Sports and Recreation Complex.
Evaluate utilization and renovation needs of existing
assets such as the Rec Center, Sports Center located
at RCTC, National Volleyball Center, and others to
maximize community and visitor use concurrent with
progress on the new complex.
Parks & Rec On Target We have seen increased attendance in Parks & Recreation drop-in programming
following focused marketing and awareness efforts. We continue to meet with RCTC
to update agreements and expand community access, and RCTC is now offering
morning drop-in pickleball and basketball for the community.
12/08/25 Ongoing
12
Marketing: Consider expanding destination marketing
efforts through our Destination Marketing
Organization. Evaluate the best approach to market
sports centric tourism and passive recreation-based
tourism, emphasizing Rochester's historic district.
Admin Not Started Internal coordination is underway to develop a clear plan and timeline for advancing
this work. Discussions are focused on defining next steps, roles, and milestones to
support effective implementation.
Ongoing Ongoing
13
Chateau: Develop final strategy for needed
renovations, programmatic evolution, and preferred
approach to operations needed to support this goal.
Admin On Target We completed an operating analysis in 2025, with recommendations for capital
investments and operator partnerships presented at the February 12, 2026 Study
Session. City Council provided direction on next steps. We are now working with the
current operator and Experience Rochester to refine a programmatic and operational
proposal while securing construction cost estimates for targeted building
renovations.
14 Optimize City services and assets to support
Economic Resilience
15
Bio Business Center: Evaluate the long-term future of
the Bio Business Center for economic resilience or
potential adaptive reuse.
Admin On Target In Q1 2026, we are releasing an RFQ for leasing services and reviewing upcoming
lease renewals. At the same time, we will evaluate market conditions and analyze
options to inform recommendations on long-term use, economic resilience, and
potential adaptive reuse strategies.
02/01/26 09/01/26
16
Economic Vitality Investments: Ensure that the
Economic Vitality Fund investments targeted toward
economic development support the Economic
Resilience strategic priority. Focus partner investment
efforts on economic diversification.
Community
Development
On Target We began meeting with community partners in August 2025 to map Rochester’s
economic development ecosystem. Once completed, this work will support partners
in identifying shared goals to inform a cohesive economic development strategy,
including future funding recommendations.
08/06/25 05/01/26
17 Housing Access
18 Promote construction of owner occupied homes
19
Regulatory Environment: Continue to evaluate
regulatory alignment around single family home
construction to mitigate cost while still ensuring
neighborhood quality. Initial areas of evaluation
include boulevard trees, connection charges, and
other items learned as part of the affordable single
family home initiative in Northwest Rochester.
Community
Development
On Target Permit review timelines remain strong:
a. 88% of residential permit reviews were completed in two weeks or less
b. 89% of commercial permit reviews were completed in three weeks or less
09/18/25 Ongoing
20
Home Ownership Innovation: Explore condos and
small-scale ownership models as alternatives to
traditional single-family homes. Support efforts to
construct multigenerational housing within newly
constructed single family homes.
Community
Development
Not Started Housing outcomes for this period include:
a. 0 condominium units constructed by the private sector
b. 0 multigenerational housing units financially supported
c. 58 for-sale townhome units constructed by the private sector
03/01/26 03/01/27
21
Legislative Environment: Pursue state legislative
solutions that align state and local priorities for
housing with state investment in local infrastructure.
Engage legislatively to reduce tax disincentives to
platting lots.
Legislative On Target We partnered with the League of Minnesota Cities housing task force and policy
committees to advance housing priorities within the 2026 legislative platform and
continue coordinating with partners on strategic legislative pathways.
06/02/25 05/18/26
22 Ensure vital neighborhoods that support infill, adaptive
reuse, and accessible housing
23
Accessory Dwelling Units: Reevaluate ADU program
requirements and barriers (e.g., connection fees,
owner occupancy).
Community
Development
On Target We continued evaluating Accessory Dwelling Unit requirements and potential
barriers. Current metrics include:
a.0 new ADU units constructed by priivate sector
b. 0 ADUs financially supported
01/01/26 01/01/27
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Items Lead
Department
Current:
Status Current: Update Start Date End Date
24
Short Term Rentals: Evaluate existing short term
rental requirements including geographic dispersion,
tax classification, lodging tax contribution, and other
areas while balancing economic and neighborhood
impacts.
Community
Development
On Target We are preparing updates to mapping tools to better illustrate geographic dispersion,
ownership patterns, and property values for single-family rentals and short-term
rentals. The updated mapping application has not yet launched. Current metrics
include:
a. 557 short-term rental units
b. Short-term rentals represent 2% of total rental units
c. Single-family rentals represent 14% of total rental units
d. 55% of single-family rental units are owned by a company
e. 6% of single-family rental units are owned by a non-local company
06/01/26 12/31/26
25
TIF Policy & Accessible Housing: Align Tax Increment
Financing (TIF) policy and related incentives to
encourage the development of accessible housing.
Create a framework for reliably classifying and
tracking accessible units.
Admin On Target City Council approved an agreement with Ehlers to develop a comprehensive Tax
Increment Financing (TIF) Management Plan. The plan will evaluate each active
district’s key dates, obligations, cash flow and amortization, administrative and
pooling impacts, effects on the general tax base, compliance requirements, and
opportunities to optimize TIF use. Updates and policy recommendations are
anticipated in summer 2026.
Internal coordination and external discussions have begun to establish a framework
for classifying and tracking accessible housing units. Development of a formal
inventory, including review of units identified through the Electronic Plan Review
system, is expected to begin in 2026.
09/01/26 Ongoing
26
Rental Inspections and Code Enforcement: Evaluate
the potential for proactive code enforcement,
integrated code enforcement, efficiency in rental
inspections, tall grass and weeds policy, and other
innovations.
Community
Development
On Target We have not yet launched the pilot neighborhood courtesy inspection sweep. Rental
licenses are currently distributed across inspection cycles:
a. 1-Year Cycle: 341 licenses (14.60%)
b. 2-Year Cycle: 927 licenses (39.70%)
c. 3-Year Cycle: 373 licenses (15.97%)
d. 4-Year Cycle: 694 licenses (29.72%)
06/01/26 Ongoing
27
Lead Service Line Replacement: Continue
implementation of the Lead Service Line Replacement
Program to help homeowners replace lead service
lines and reduce potential lead exposure in drinking
water.
RPU On Target In 2025, we began the first phase of the multi-year replacement program, awarding
the first construction contract in September 2025. To date, 20 service lines have
been replaced, with work under this contract anticipated to be completed in June
2026. We are preparing plans and construction documents for a second replacement
project anticipated to bid in May 2026. Currently, about 1.2% of water services are
identified as lead or galvanized and require replacement, while 5.9% remain
classified as "Unknown" and are actively being investigated.
01/06/25 11/10/28
28
Wastewater Lateral Replacement: Explore programs
similar to service assured that take into account the
complexities of sewer system liability.
Public Works On Target We conducted research on programs used in other cities and evaluated options
available to the City. A report summarizing findings and recommendations is
currently being drafted.
09/01/25 12/31/26
29
Housing Financing: Better understand micro- and
macro-level financing challenges as it related to the
purchase, renovation, and construction of housing.
Identify relevant solutions that can be implemented
locally.
Community
Development
Not Started Work on this initiative has not yet begun. Staff plan to establish key market data
metrics, including interest rates, average home prices, renovation costs, construction
costs, and lending trends. Stakeholder engagement with local banks, credit unions,
housing developers, and nonprofit partners will be initiated to identify barriers and
opportunities. Trend-tracking metrics will also be developed to compare local
construction costs and housing market conditions with regional, state, and national
trends.
05/01/26 01/31/27
30
Support County and non-profit efforts to effectively
provide resources to persons experiencing housing
instability
31
Facilities: Support County and non-profit service
provider efforts to align services and thoughtfully
locate facilities.
Community
Development
On Target We have not yet initiated a formal review of new facilities locations.09/18/25 Ongoing
32
Public Safety: Focus on the City’s role as a public
safety provider to create a safe and welcoming
community for all to support Housing Access,
Economic Resilience, and Inclusive Growth
Management.
Police On Target In March 2025, we added a homeless outreach navigator focused on assisting
individuals experiencing homelessness who have frequent interactions with police.
To date, the navigator has helped 26 individuals transition into substance use
treatment, housing, court-ordered treatment, and/or mental health services.
Ongoing Ongoing
33
Support Individual Housing Stability Efforts: Provide
options to mitigate housing instability through utility
programs, housing rehab, engagement in Any Path
Home, Housing Coalition, HRA, and related efforts.
Community
Development
On Target We advanced coordination through Any Path Home by helping establish formal Case
Conferencing, a multi-organization review of a By Name List, and a shared
guidebook for consistent intake practices. In 2025, we completed 15 single-family
rehabilitation loans and supported the creation or preservation of 378 housing units
through Housing Coalition funding.
09/18/25 Ongoing
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Items Lead
Department
Current:
Status Current: Update Start Date End Date
34 Optimize City services and assets to support Housing
Access
35
City Parcels: Evaluate city parcels for disposition that
supports economic resilience and housing access.
Key parcels include the Regional Sports and
Recreation Center (north outlot for residential, South
outlots for commercial), various Riverfront properties,
Badger Farms, Silver Lake Power Plant, and the
Traffic Operations Building.
Admin On Target In 2025, two near-term parcels were disposed of through right-of-way vacation.
Excess land at Fire Station #2 advanced through an RFP process for broker services
and is now moving forward with marketing and sale. We continue planning and
evaluation for other priority parcels, including the Regional Sports and Recreation
Center outlots and Riverfront properties.
03/01/27 05/01/28
36
Permitting: Focus on continuous improvement to
streamline enterprise-wide permitting, inspections,
licensing, development review, housing construction,
and business navigation.
Community
Development
On Target In 2025, we migrated the Accela permitting and licensing platform from on-premises
servers to Accela’s cloud environment to ensure continued compatibility with future
system updates. We also introduced new permit types for residential window, roof,
and siding replacements, with a streamlined application and inspection process that
includes same-day approvals for roofing and siding and options for virtual
inspections. Prior to implementation, we hosted Business Forward seminars to
gather input and help onboard businesses new to the permitting process.
10/20/25 Ongoing
37
Economic Vitality Investments: Ensure that the
Economic Vitality Fund investments focused on
housing support the Housing Access strategic priority.
Community
Development
On Target We supported 286 housing units through Economic Vitality Fund investments.09/18/25 Ongoing
38 Inclusive Growth Management
39
Integrate active transportation, transportation, and
transit efforts to support Inclusive Growth
Management
40
Staffing: Work to build transportation planning
capacity and coordination within the Development
Services and Infrastructure Team. Utilize 311 and the
community survey to better understand resident
transportation needs and perceptions.
Community
Development
On Target The Mode Shift Coordinator position has been filled and relocated to the Community
Development Department.
11/01/25 Ongoing
41
Mode Shift and Travel Demand Management: Focus
on coordination with Mayo Clinic to ensure that the
goals of LINK Rapid Transit are realized. Develop a
travel demand management framework in partnership
with Mayo Clinic that can be extended to other
employers.
Community
Development
On Target We identified data indicators by reviewing existing transportation tools and secured
outside funding to install two additional pedestrian and bicycle counters. We are also
pursuing a State grant to support development of a Travel Demand Management
framework in partnership with Mayo Clinic.
01/01/26 09/30/26
42
Transit Optimization: Evaluate and prioritize our
existing transit services in the context of significant
post-pandemic ridership decline, declining external
funding, ability to influence Greenhouse Gas (GHG)
emissions, and promote inclusive growth
management. Ensure that this optimization is
reflected in future Transit Development Plan updates
and the forthcoming request for proposals for transit
operations.
Transit & Parking On Target Spring service changes reflect a high level of external collaboration and include
increased route frequency, conversion from loop to two-way service, and route
realignments. Budget analysis is ongoing to reduce capital project costs while
maintaining efficient service delivery. The rider transit guide is being updated to
improve usability, with a shift to a condensed booklet format that can be easily
adapted for online use to enhance the overall rider experience.
Ongoing Ongoing
43
ADA Transition Plan: Update the 2013 ADA Transition
Plan to align with this strategic priority.
Public Works On Target Work to update the Transition Plan is ongoing. We are currently updating data sets
to provide an accurate status snapshot and are developing communication and
engagement tools to support implementation.
In addition, we will be reviewing all parking lots within the park system for
compliance with striping standards and signage requirements.
09/01/25 07/15/26
44
Ensure strategic investments are integrated with
inclusive land use planning to support development
that is land, tax, and service efficient
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Items Lead
Department
Current:
Status Current: Update Start Date End Date
45
Infrastructure: Annually review and align electric,
water, sewer, storm sewer, and transportation
infrastructure to ensure that investments are
maximized and construction impact is minimized.
Prioritize investments in the East and West Zumbro
Sewer Areas. Advocate for the state bonding request
for the East Zumbro Sewer Area.
Public Works On Target East Zumbro: Coordination across City teams secured $1,000,000 in federal funding
to support sewer and water improvements in the East Zumbro Sewershed. State
bonding assistance remains a top legislative priority for 2026.
West Zumbro: Phases 1 and 2 are complete, Phase 3 is under construction, and
Phase 4 is in design and permitting with construction anticipated in 2026–2027.
Infrastructure Coordination: Engineering teams continue meeting regularly to
prioritize capital improvement projects and coordinate schedules across City
infrastructure work.
09/01/25 07/01/27
46
Growth Areas: Regularly review and assess growth
areas to inform land use and infrastructure
investments.
Community
Development
On Target We completed updates to the Comprehensive Plan and Growth Management Map in
2025.
09/01/25 12/31/26
47
Annexation: Develop annexation priorities that align
with existing market need and approved plans. Evolve
existing or develop new orderly annexation
agreements with surrounding townships.
Community
Development
On Target We mapped existing Orderly Annexation Agreements and confirmed five active
township agreements.
12/01/25 02/01/27
48
Financial: Discuss and evaluate tools to help the
community understand the fiscal and service impacts
of development.
Community
Development
On Target Improved Action Plan Update:
We engaged Urban3 to complete a Fiscal Impacts Analysis to better understand how
development patterns influence infrastructure costs. The analysis will build on the
Revenue Analysis that began in fall 2025.
10/01/25 12/01/26
49
Services: Develop a plan to finance, construct, and
operate Fire Station 6, provide final direction on the
implementation of the Library’s Master Plan, and
address deferred maintenance on existing police
training facilities with a focus on shared training
spaces.
Fire On Target The Library Master Plan was approved by the Library Board in August 2025 and
adopted by City Council in November 2025. Site analysis has been completed at the
Badger Site for a potential Fire Station 6 location, with the Rochester Fire
Department reviewing operational metrics and plans underway to market excess
land to developers in 2026. Police training updates are also progressing, with City
Council scheduled to consider a purchase agreement for the Heartland Gun Club on
March 2, 2026. If approved, closing is anticipated in July 2026, and the facility would
replace the current outdoor range while supporting expanded partnerships for
regional law enforcement training.
07/01/25 Ongoing
50
Maintenance: Consider ongoing and one-time
investments to support the maintenance of existing
infrastructure particularly for City facilities, public
spaces, and streets.
Admin On Target The 2026 budget process included additional funding for facility replacement through
the Capital Improvement Program and the allocation of excess lodging tax revenues
beyond the City’s commitment to operate the Mayo Civic Center.
Ongoing Ongoing
51 Support Infill and Transit Oriented Development
52
Incentives and Policies: In addition to aligning the TIF
policy, create additional financial and non-financial
incentives to help prioritize infill and transit oriented
development. Evaluate other policies that prioritize
development in areas with existing infrastructure (e.g.
parking minimums).
Community
Development
Not Started We eliminated downtown parking minimum requirements to encourage infill
development and support transit-oriented growth.
04/01/26 12/31/26
53
Maximize Link Investment: Prioritize development in
and around LINK stations including the West Transit
Village and East Terminus. Ensure that existing and
future development are effectively connected to the
stations. Review the potential for an updated traffic
study two years after the project is implemented to
assess any future improvements needed.
Community
Development
Not Started The Link Bus Rapid Transit route is not yet constructed, so this work has not started.
Once implemented, we will track development near station areas such as the West
Transit Village and East Terminus and evaluate the need for a follow-up traffic study.
01/01/26 12/31/26
54 Optimize City services to support Inclusive Growth
Management
55
One Water, One Team: Consider further integration of
water reclamation, sewer collection, water treatment,
water distribution, flood control, and stormwater
services into one team.
Admin Not Started This project has not yet started.01/01/27 Ongoing
56
Integrated Utility Planning: Ensure ongoing planning
and collaboration to ensure that power supply
planning, sewer, wastewater, and water supply
planning maximizes investments and ensures efficient
future growth.
Public Works On Target We are coordinating across departments to align utility planning efforts, including
collaboration with RPU’s Water Plan and Community Development’s Growth
Management Map amendments. Current work includes planning for a coordinated
sewer and water extension along Country Club Road SW to support future
development and improve system capacity.
09/01/25 12/31/26
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Items Lead
Department
Current:
Status Current: Update Start Date End Date
57
Organizational Services: Align and integrate
organizational services such as Finance, Information
Technology, Communications, Facilities, Safety, GIS,
Fleet, and similar functions across the enterprise. The
focus will be on enhancing services provided to the
public; making the best use of public dollars; reducing
duplicative or low-impact work; increasing clarity and
consistency across departments; and allowing
departments to focus more on strategy and people.
Admin On Target Fleet integration is nearing completion. At the Forward Team’s request, City IT and
RPU IT are developing a recommendation for integrating IT, which is being finalized
for leadership review. Additional evaluations are underway related to safety and One
Water. The Forward Team is also preparing a recommendation to City Council to
update the City’s financial policies, including potential integration of organizational
services.
Ongoing Ongoing
58
Toolkit Optimization: Move toward full use and
integration of the change management, project
management, and communications & engagement
tool kits within the organization.
Admin Not Started We are conducting preliminary discussions to optimize the organization’s toolkit. A
survey will be distributed to gather input and identify opportunities to expand toolkit
use, including virtual and in-person trainings.
01/01/26 12/31/26
59 Responsible Environmental Stewardship
60 Reduce greenhouse gas emissions associated with
transportation
61
Active Transportation: Encourage the use of active
transportation options for both commuting and
recreational trips. Create support facilities to help
meet the needs of active commuters. Continue to
refine the framework for the responsible use of private
scooters and Lime Scooters including designated
corrals in the Downtown area. Evaluate a variety of
financial strategies to invest in trails including
reviewing our park dedication ordinance to allow
investments in both park and trail development.
Community
Development
On Target Park dedication review is anticipated in 2027 concurrent with the Park System Plan
update, with information gathering underway in 2026 to support future trail
investment discussions. We are also transitioning Lime scooter coordination to the
new Mode Shift Coordinator and have begun working with Lime to establish a
parking pin audit and designated downtown corral plan.
12/01/25 Ongoing
62
City Fleet Electrification: Identify resources and
implementation strategies to electrify the City’s fleet
while ensuring the financial viability of the Equipment
Revolving Fund.
Public Works On Target We are advancing plans to electrify the City’s fleet while protecting the long-term
health of the Equipment Revolving Fund. Near-term work includes developing a
Citywide EV Charging Rates Policy and completing an internal plan to guide how
chargers are installed, used, and expanded. About $40,000 in federal funding
remains, and we are evaluating options that meet grant requirements and
operational needs. To support long-term sustainability, we added a fleet
management percentage fee and continue coordinating across departments to
advance responsible fleet electrification.
09/01/25 12/31/26
63
Community Transportation Electrification: Work to
encourage private electric vehicle charging
infrastructure solution to make charging convenient.
Monitor the implementation and adjust as public and
private vehicle electrification infrastructure evolves.
Public Works On Target We applied for electric vehicle charging grants in partnership with Olmsted County
and Rochester Community and Technical College to expand charging infrastructure.
In 2025, we conducted research on charging rates, usage, and availability and
drafted an electric vehicle charging rate policy, which was approved by City Council
and implemented in January 2026.
09/01/25 12/31/26
64 Reduce greenhouse gas emissions associated with
building energy consumption
65
Power Supply Resource Plan: Monitor and support
the implementation of the RPU 100% Net Renewable
Energy by 2030 resource plan goal. Determine
acceptable risk mitigation measures that might be
necessary with the changing tax credit environment;
evolving financial viability; and ability to build or
contract enough locally produced renewable energy
to meet the community’s needs.
RPU On Target We made significant progress toward the 2030 renewable energy target by
executing power purchase agreements with three wind projects that will provide
approximately two-thirds of our energy needs and allow us to bank Renewable
Energy Certificates (RECs). We also secured about two-thirds of our capacity needs,
including City Council authorization for 20 megawatts (MW) of battery storage. We
continue monitoring risks related to tax credits, project viability, and contract
performance while pursuing additional renewable energy opportunities beyond 2030.
07/29/24 12/31/30
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Energy Savings: Continue to explore energy efficiency
and decarbonization projects that have a reasonable
return on time and capital.
Facilities On Target Phase 2 of the Downtown Building Energy Transition project came online in
December 2025, connecting the Mayo Civic Center, Rochester Public Library,
Rochester Civic Theatre, and Rochester Art Center to an electrified geothermal
thermal energy network. These facilities are now aligned with Rochester Public
Utilities’ renewable and carbon-neutral goals, with natural gas systems retained only
as backup. Early results show significant reductions in energy use intensity across
key facilities, including a 48% reduction at City Hall, 69% at the Rochester Art
Center, 63% at the Rochester Public Library, and 10% at the Mayo Civic Center
(through April 1, 2025). The new Maintenance Center will be fully electrified using
Darcy Geothermal systems, and Fire Station 3 is currently out to bid, with plans to
fully electrify the HVAC system if approved.
Ongoing Ongoing
67
Advanced Metering: Successfully complete the
implementation of advanced metering. Facilitate
training and education on how customers can best
use the information to manage their energy footprint.
RPU On Target This project remains on track for budget and schedule. Configuration, integration,
and testing were completed in 2025, and the system successfully went live on
January 10, 2026. The next phase includes a three-month pilot deployment of 500
electric meters and 50 water meters in Northwest Rochester to evaluate technical
performance, operations, customer experience, security, and communication
network coverage. If successful, mass deployment is anticipated to begin in May
2026, with electric meter replacement occurring over approximately two years and
water meter replacement over three years.
N/A 06/01/29
68
Commercial Benchmarking: Continue to refine the
data collection and dissemination for commercial
buildings over 50,000 square feet.
RPU On Target Buildings over 100,000 square feet were required to submit energy benchmarking
data through the ENERGY STAR Portfolio Manager platform by June 1, 2025,
supported by implementation of the MyMeter benchmarking tool. Extensive outreach
included virtual presentations, targeted communications, onsite visits, and one-on-
one support to help customers connect accounts and submit data. Of the 137
required buildings, 86 complied, with 57 remaining outstanding. In 2026, the State
requirement expands to buildings over 50,000 square feet, adding an estimated 126
additional properties.
01/02/26 07/01/26
69
Commercial and Residential Energy Efficiency and
Beneficial Electrification: Maximize programming and
direct investments through RPU’s Energy Advisors in
alignment with the MN Eco Act, Sustainability
Division, and City partners to support carbon free
options including geothermal, heat pumps, and
energy efficient appliances.
RPU On Target We achieved the 1.5% energy savings target required by the MN ECO Act in 2025,
reaching 17,432,734 kWh in savings compared to a goal of 17,219,195 kWh. These
results were driven by strong participation in Conserve & Save rebate programs led
by RPU Energy Advisors, including incentives for heat pumps, geothermal systems,
and energy-efficient appliances.
01/02/26 12/31/26
70
City Facilities: Integrate B3 and Energy Star
standards during new construction or material
renovation of City facilities to the maximum extent
possible. Ensure that projects are designed in
conjunction with the facilities team to ensure that
building automation, energy efficiency, and other
standards are reflected.
Facilities On Target The Maintenance Center continues to follow the Sustainable Buildings program, and
Fire Station 3 is being designed with electrified systems and high-performance
equipment. We are also refining standard specifications to strengthen energy
efficiency requirements.
Ongoing Ongoing
71 Enhance and Effectively Maintain Rochester’s Natural
Resources
72
Urban Forest: Implement options to maintain our
urban tree canopy through accelerated pruning,
empowering property owners to maintain trees,
rethinking boulevard trees, and substantial tree
planting initiatives.
Parks & Rec On Target In 2025, we offered educational opportunities to help homeowners adopt proper tree
care practices. In 2026, a new arborist will join the team to accelerate pruning
efforts, and a grant-funded Boulevard Tree Master Plan will be developed to guide
long-term boulevard tree management.
Ongoing Ongoing
73
Air Quality: Ensure real-time air quality data continues
to be publicly available, monitored, and is actionable.
Public Works Complete We drafted a memorandum of agreement with Air Quality Action members and
developed a citizen science component. We also created standard operating
procedures to maintain air quality sensors and the public website, ensuring
equipment is calibrated, deployed, and data is shared with the community.
09/01/25 12/31/26
74
Water Quality: Finalize the Comprehensive Surface
Water Master plan and prioritization of its
recommendations.
Public Works Delayed This project has been postponed to prioritize higher-priority work aligned with City
Council goals, including development reviews, Bold Forward Unbound coordination,
and Capital Improvement Program projects.
12/31/25
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Drinking Water Supply & Water Quality: Finalize the
RPU Groundwater Management Study and RPU
Water System Master Plan. As we continue to better
understand the regulatory landscape and our
municipal water supply, explore the need and costs
for additional water appropriation and treatment.
RPU On Target We began the Water System Master Planning study in July 2025 to evaluate long-
term drinking water supply options following State limits on additional groundwater
pumping from the Jordan Aquifer. Current work includes development of a regional
groundwater model to assess future demand through 2065 and evaluation of
potential surface water alternatives, including the Mississippi River and the South
Fork and Middle Fork of the Zumbro River. Initial findings are anticipated in July
2026, with final study completion expected in the first quarter of 2027.
07/22/25 04/05/27
76 Optimize City services and assets to support
Environmental Stewardship
77
Natural Gas Franchise Fee: Explore the
implementation of a natural gas franchise fee to fund
the adopted strategic priorities and foundational
principles.
Public Works On Target We are conducting public engagement from December 2025 through April 2026, with
results and recommendations scheduled for presentation to City Council in May
2026.
09/01/25 12/31/27
78
Waste Management: Monitor Olmsted County’s
development and construction of a material recovery
facility (MERF). As county level waste and material
management becomes clearer, discuss options to
evolve organizational recycling, residential collection,
organics, yard waste, and woody waste. Study peer-
implemented best practices for single use plastic
bags.
Public Works On Target We met with Olmsted County to review the project scope and timeline. Design was
completed in September 2025, with the construction contract awarded in October
2025. The project is currently in the equipment procurement phase, with construction
scheduled to begin in April 2026.
09/01/25 06/01/27
79
Data Driven Decision Making: Launch a public-facing
dashboard tracking emissions, waste, water, and city
fleet.
Public Works On Target This work is partially complete. A dashboard for building greenhouse gas emissions
has been developed, while progress on other focus areas is currently paused to
ensure compliance with State accessibility requirements before public release. All
data remains available internally as accessibility updates are completed.
09/01/25 06/30/26
80 Transformational Capital Projects
81 Focus on Excellence in the Delivery of
Transformational Capital Projects
82
Timely and Effective Projects: Ensure that the
following projects are delivered on time and on
budget, with risks and challenges effectively managed
and outcomes the community can be proud of.
83
18th Avenue SW Reconstruction: Reconstruct the
road from Mayowood Road SW to 40th St SW to
address deteriorating pavement and calm traffic.
Public Works On Target The first bid package for winter tree removal has been approved. The full project is
anticipated to be bid in March/April, with construction planned for 2026/2027.
05/01/24 11/30/27
84
4th Street Roundabout: Construct a roundabout in
place of the current intersection to increase safety for
all roadway users, act as a traffic calming device, and
improve current traffic flow conditions at the
intersection
Public Works On Target Construction experienced a winter delay but remains on track for completion in
spring 2026, with an estimated completion date of June 30, 2026.
07/13/22 06/17/26
85
6th Street Bridge, Roadway Safety, and Riverfront
Improvements: Construct a bridge over the Zumbro
River that connects East and West 6th Street South to
improve access to neighborhoods, riverfront, and key
destinations and redevelop the existing flood control
system into an accessible riverfront space.
DMC & BFUiR On Target Design plans are nearing 90% completion. Right-of-way acquisition, environmental
review, and permit applications remain on schedule, with CLOMR, FEMA, and U.S.
Army Corps of Engineers permitting anticipated for submission in February 2026.
The draft RAISE Grant agreement has been submitted to the Minnesota Department
of Transportation for review and is expected to be executed later in 2026 following
completion of required permitting.
08/21/23 03/10/28
86
Airport Runway Expansion: Reconstruct and upgrade
Runway 2/20 and associated airfield infrastructure at
Rochester International Airport to ensure safe,
reliable, 24/7 operations for air ambulance providers,
cargo carriers transporting medical supplies, and
patient travelers. This multi-year project will replace
aging infrastructure, enhance safety and efficiency,
and maintain uninterrupted air access critical to the
region’s healthcare and economic needs.
Admin On Target The project began in May 2021 and is anticipated to be completed in late 2027 or
early 2028. While the schedule is slightly behind initial projections, the project
remains on track for completion by early 2028. The runway designation has been
updated from 02/20 to 03/21 to reflect changes in magnetic declination since the
project began.
05/01/21 03/31/28
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87
Downtown Building Energy Transition: Transition from
Olmsted County Waste to Energy Steam to a
sustainable, renewable geothermal central plant
system and thermal energy network to serve the
heating and cooling needs of 5 downtown public
Facilities (City Hall, Rochester Public Library, Mayo
Civic Center, Rochester Civic Theatre and Rochester
Art Center) as well as support for future private
connection to the thermal energy network
Facilities On Target Project is nearing completion. System startup took place in December 2025, with
sitework completion expected in early 2026. Submission for federal Inflation
Reduction Act reimbursement is anticipated in 2026. The identified facilities are now
operating fully on the geothermal heating and cooling systems
01/01/22 03/01/26
88
Downtown Waterfront Project: Redevelop underused
riverfront land into a vibrant mixed-use district,
positioning the riverfront-adjacent area as a vibrant,
connected, and accessible space with interim site
activations and improved public access to natural and
cultural amenities.
DMC & BFUiR On Target We are advancing short-term improvements with the Destination Medical Center
team to increase everyday use of the downtown riverfront trail and shift public
perceptions of the space. Seasonal programming is planned for the West Site,
consistent with the 2024 design studies, and a Minnesota Pollution Control Agency
grant will support trailhead improvements to enhance access and activation. A
request for qualifications has been drafted and will be released when market
conditions are appropriate to seek a development partner and advance the Small
Area Plan concepts toward implementation.
Ongoing Ongoing
89
East and West Zumbro Trunk Sewer Projects:
Increase sanitary sewer capacity and extend trunk
mains into newly developable areas, enabling future
growth and supporting the City's industrial,
commercial, and housing development objectives.
Public Works On Target East Zumbro: Coordination across City teams secured $1,000,000 in federal funding
to support sewer and water improvements in the East Zumbro Sewershed. State
bonding assistance remains a top legislative priority for 2026.
West Zumbro: Phases 1 and 2 are complete, Phase 3 is under construction, and
Phase 4 is in design and permitting with construction anticipated in 2026–2027.
07/12/23 01/01/30
90
Economic Vitality Sales Tax Investments: Support
investments that address the shortage of middle- and
low-income housing, preserve existing affordable
options in neighborhoods, and develop workforce
programs that create more job opportunities for
residents.
Community
Development
On Target We continued supporting housing and preservation efforts through Economic Vitality
Sales Tax investments. Current metrics include:
a. 269 new for-sale units supported through Economic Vitality funding
b. 0 Community Land Trust homes supported through Economic Vitality funding
c. 356 rental units supported through Coalition/Economic Vitality funding
d. 5 historic properties supported through Economic Vitality funding
09/18/25 12/31/26
91
Enterprise Resource Planning (ERP) Software
Conversion: Implement a new ERP system to
modernize business processes, including tracking and
issuing payments, human capital management,
payroll, project accounting, work orders, capital
assets, etc.
Information
Technology
On Target All associated contracts have been negotiated and executed, and supplemental
staffing plans are in place. Project planning and technical groundwork are underway.
The Steering Committee and Technical Team held kickoff meetings on February 9,
2026, with the Main Core Team kickoff scheduled for April 9, 2026.
01/01/26 12/31/27
92
LINK Bus Rapid Transit: Implement a 2.8-mile transit
option along 2nd Street that will connect downtown
Rochester, Mayo Civic Center, Mayo Clinic
campuses, and the Downtown Waterfront Southeast
area, enhancing mobility, easing congestion, and
supporting the continued growth of Rochester.
DMC & BFUiR On Target Link construction projects are collectively at 27% complete. In 2025, significant work
occurred near St. Marys, at 6th Street SE and 3rd Avenue SE, and at the West
Transit Village, with construction now underway on vertical circulators and the
pedestrian tunnel at St. Marys. Major construction in 2026 will focus on areas
adjacent to St. Marys, at 6th Avenue SW and 2nd Street SW, 2nd Avenue SW and
2nd Street SW, and the West Transit Village. The new Link bus fleet is expected to
be delivered in the second half of 2026.
12/31/26
93
Maintenance Center: Establish a new Maintenance
Center for Parks & Forestry that will strengthen
collaboration between Parks & Forestry and Public
Works teams.
Facilities On Target Construction is underway, project is nearing the 50% completion milestone. Interior
rough in is complete and inspections are currently being completed. Project is on
schedule for completion in September 2026
01/01/24 01/31/27
94
Martin Luther King Park Renovations: Enhance park
facilities, including restrooms, a splash pad water
playground, basketball courts, playground, picnic
shelters, and community gardens.
Parks & Rec On Target Final design is underway following delays in the grant process. Construction is
anticipated to begin in spring or early summer 2026 and continue through the year,
with the splash pad planned to open in June 2027.
10/01/25 06/01/27
95
North Broadway Park and Ride: Construct a new
park-and-ride facility to reduce congestion, lower
emissions, and support better land use.
Transit & Parking On Target Bids for the project were opened on Wednesday, February 4, 2026. We are awaiting
final documentation from our two funding sources, which must be completed before
we can award the contract. Construction is still planned to begin in spring 2026.
03/01/26 12/31/26
96
North Broadway Phase 2: Reconstruct Broadway Ave
N from Silver Lake Bridge to Elton Hills Drive NW to
improve traffic operations and safety, upgrade transit
facilities, increase accessibility, and improve access
to recreational opportunities along the river.
Public Works On Target The project is ahead of schedule, with construction anticipated to be completed in
June 2026.
07/20/22 07/01/26
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Public improvements associated with Mayo Bold
Forward Unbound: As Mayo Clinic plans and initiates
its transformative private Bold Forward Unbound,
coordinate with DMC on public infrastructure
improvements to ensure maximum public benefit with
minimum public disruption.
DMC & BFUiR On Target In 2025, we established strong coordination with Mayo Clinic’s Bold Forward
Unbound project team to align public infrastructure work and minimize construction
impacts. Ongoing collaboration includes regular design, logistics, traffic, and
construction coordination to support safe and efficient project delivery, which will
continue into 2026. Temporary pedestrian wayfinding improvements have been
implemented downtown, with additional installations planned. We are also advancing
approximately $38 million in Destination Medical Center–funded infrastructure by
defining individual projects, assigning project managers, and sequencing work to
align with ongoing Bold Forward Unbound construction.
07/01/25 03/01/30
98
Regional Sports and Recreation Complex: Develop a
regional sports destination that remains accessible to
the entire Rochester community.
Parks & Rec On Target Construction documents are currently in design, with delivery to City Council
anticipated in October 2025 for review and authorization to solicit bids.
99
RPU Power Supply Resource Plan Investments:
Develop and enter into contracts for firm dispatchable
generation, energy storage, wind and solar projects to
help achieve greenhouse gas reduction goals.
RPU On Target We made significant progress toward the 2030 renewable energy goal this year. We
executed power purchase agreements with three wind projects that will provide
approximately two-thirds of our energy needs and secured contracts early to bank
renewable energy credits toward the 2030 target. We have also secured about two-
thirds of our capacity needs, including City Council authorization for 20 megawatts of
battery storage. We will continue monitoring contract risks and pursuing additional
renewable energy opportunities to support non-carbon energy beyond 2030.
01/01/24 12/31/30
100
Silver Lake Dam Modification and Replacement:
Dredge the lake, modify the dam, and implement trail
connections to reduce long-term operation and
maintenance costs associated with the dam, improve
safety and accessibility, improve fish habitat, and
enhance recreational opportunities.
Public Works Delayed The project is experiencing schedule impacts due to delays in State and federal
permitting, including extended review timelines caused by federal staffing
challenges. The wave pool and rock arch rapids feature is the first design of its kind
in Minnesota, which has required additional review by the Minnesota Department of
Natural Resources. The current schedule anticipates permit approvals and bidding in
April 2026, with a goal of bringing the project to City Council for consideration in May
2026; however, overall timing will depend on permit approvals.
01/01/23 07/01/27
101
South Broadway planning: Redesign South Broadway
Avenue between 4th and 9th Streets and upgrade the
intersection to improve safety and mobility.
DMC & BFUiR On Target We are working with the Minnesota Department of Transportation and the Federal
Highway Administration to finalize the grant agreement. Once the agreement is
executed, we will release a request for proposals for planning, design, and
engineering services, anticipated in March 2026.
07/01/25 07/01/28
102
Water Reclamation Plant: Upgrade equipment and
update the treatment process to meet higher
standards and reduce operational demands.
Public Works On Target Construction is approximately 18 months underway. The schedule may extend into
2027 due to equipment manufacturing delays.
01/01/24 12/31/26
103
West Transit Village: Develop a mixed-use community
and Link Bus Rapid Transit hub to provide retail,
housing, parking, and other park amenities.
DMC & BFUiR On Target Construction has begun at West Transit Village for the Link Bus Rapid Transit
project, coordinated with adjacent work and on track for completion ahead of
planned operations in 2027.
06/01/25 08/01/27
104
Willow Creek Trail & Safety Connection: Establish a
trail and underpass beneath Highways 52/63 to
connect Gamehaven Regional Park with the broader
City trail system, improving access and safety for
pedestrians and cyclists.
Public Works On Target We are currently evaluating feasibility and identifying a preferred alignment. The
project faces potential budget challenges because a pedestrian bridge over the
County highway was not included in the original bonding request. We are advocating
for a grade-separated crossing to improve safety, as an at-grade crossing along a
55-mph roadway would present significant risks.
01/01/25 07/01/28
105
Reporting: Use tracking tools and regular reports to
ensure project timelines, budgets, and dependencies
stay on track. Provide an integrated quarterly report
reflecting the status of the projects above to the City
Council.
Admin On Target We are aligning project schedules, milestones, and dependencies for approximately
$38 million in downtown infrastructure investments approved by the Destination
Medical Center Corporation and City Council. Current work focuses on defining
timelines, budgets, and sequencing to keep implementation on track, with a
coordinated roadmap and schedule targeted for completion by January 2026.
Progress will be monitored through regular check-ins and shared tracking tools, with
integrated quarterly status updates provided to City Council.
106
Neighborhood Impact: Deliver transformational
projects in a context-sensitive manner using co-
design, business forward, neighborhood engagement,
and effective project communication.
DMC & BFUiR On Target We continue delivering project-specific outreach and engagement to help minimize
neighborhood and business impacts during construction. Current efforts focus on the
Link bus rapid transit project, including tunnel work near St. Marys, as well as the 6th
Street project and downtown wayfinding improvements. Engagement includes direct
meetings with affected businesses and residents, participation in neighborhood
meetings, and regular updates through the Downtown Construction Weekly Update
and the Link newsletter. Looking ahead, we will work with community partners,
including Destination Medical Center and Mayo Clinic, to develop a coordinated
communications and outreach workplan for 2026.
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107 Selectively prioritize projects where planning now will
ensure potential funding delivery post 2030
108
Effective Planning: Explore early planning,
engagement and financing strategies for Civic Center
Drive Reconstruction, South Broadway
Reconstruction and Phase 2 Bus Rapid Transit
Planning.
Admin Not Started Early planning has not yet begun. These projects are largely dependent on future
funding and coordination with partners such as the Minnesota Department of
Transportation. We continue to monitor progress and watch for opportunities that
would allow planning and engagement work to move forward.
Ongoing Ongoing
109
Connected Parks and Trails: Explore options for
additional park and trail investments. Provide a
specific evaluation of enhancing the Park Levy
focused on additional investment and indexing with
inflation.
Parks & Rec On Target This work is planned to occur alongside the Park System update, with targeted
reviews of specific trail segments conducted as opportunities arise. We also continue
coordinating with County and regional partners to explore expansion of the regional
trail network.
11/07/25 12/01/27
110
DMC 2.0: Begin discussion on evolving the
Destination Medical Center legislation to consider
what options might exist beyond the 20-year project
duration.
DMC & BFUiR On Target The Destination Medical Center initiative has reached its 10-year milestone, marking
the midpoint of the original 20-year legislation. We are working with DMC partners to
develop a 10-year update outlining priorities and investments for the next phase and
informing potential legislative renewal. The update, along with a related five-year
plan, is scheduled for City Council consideration in January 2026 and will be
forwarded to the DMC Board following Council approval. This work will guide future
discussions with state partners on the long-term direction of DMC.
111 Optimize City services to effectively deliver and
support transformational capital projects
112 Optimize Services: Replicate an internally focused
process similar to predevelopment for City projects.
Admin Not Started This project has not yet started.10/01/26 07/01/27
113
Talent Attraction: Recruit and retain employees that
have strong implementation strengths, leveraging new
technologies and approaches.
HR On Target In 2025, we hired 100 new employees and promoted 36 employees into new roles.
We are in the final approval stages for an assessment software platform that will
enable us to evaluate candidates’ skill levels across key technical areas, including
Microsoft Office applications, accounting, and customer service. In addition, we use
behavioral-based interview questions to assess candidates’ execution and
implementation strengths.
01/01/26 12/31/27
114
Financial Management: Update the City’s financial
policies to ensure project accountability and
efficiency.
Finance On Target The Finance Team met with the Forward Team on January 28, 2026, to review
recommended updates to the City’s financial policies and will incorporate the
proposed changes into revised policy drafts.
10/14/24 04/27/26
115
Project Efficiency: Develop systems and strategies to
ensure that to the maximum extent possible we “dig
once.” Ensure that we effectively communicate
construction and mitigate the impact to the maximum
extent possible within the resources provided.
DMC & BFUiR On Target We are coordinating across departments to align construction schedules and
advance the City’s “dig once” approach. This work focuses on sequencing the City’s
$38 million in public infrastructure investments alongside ongoing Mayo Clinic
construction and major City projects, including Link Bus Rapid Transit. A coordinated
construction timeline through 2030 is being developed, along with supporting maps,
to minimize disruption and improve efficiency. In parallel, the City has implemented a
temporary pedestrian wayfinding program to help residents and visitors navigate
construction areas and support downtown businesses. This coordination effort will
be shared with City Council at an upcoming Study Session on Supporting
Transformation.
Ongoing Ongoing
116
Optimize Operationalization: Balance programmatic
objectives on transformational projects with a long-
term stewardship perspective.
Admin On Target Recent construction projects, including the Maintenance Center and Regional Sports
and Recreation Complex, have prioritized program needs while advancing
operational efficiency and long-term sustainability.
Ongoing Ongoing
117
Visualize Project Impact: Evolve the existing project
mapping framework to the multi-year Capital
Improvement Plan
Community
Development
Not Started This project has not yet started.05/01/26 11/01/27
118
Glidepath: As project charters are developed and
Action Plan updates are completed, clearly articulate
an inclusive decision making strategy and specific
points of community engagement. Articulate specific
project milestones, City Council updates, and City
Council approvals that allow for time for policy input
and evolution.
Communications &
Engagement
Not Started Internal coordination is underway to develop a clear plan and timeline for advancing
this work. Discussions are focused on defining next steps, roles, and milestones to
support effective implementation.
01/01/26 TBD
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