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Rochester Area Anchor Projects (RAAP) Report

What is Rochester Area Anchor Projects (RAAP) Report?

The following RAAP report is a demonstration of how we might classify our community's projects (programs/initiatives): what they try to achieve and how their progress might be measured.

Please note that the report (as well as all the contents in the CAP site) should not be taken as authoritative or official. It is provided as food for thought to inspire conversations with the hope that we may one day implement a community-wide dashboard.

The structure of the report is based on the book: Trying Hard is Not Good Enough by Mark Friedman .  The information provided for each of the metrics is a personal, subjective reading of the publicly available documents of each of the plans and do not represent official positions.

Definitions of the metrics columns:

1. A result is a condition of well-being for people in a place, stated as a complete sentence. For example, "All babies in Vermont are born healthy."

2. An indicator is a measure that helps quantify the achievement of a result. Indicators answer the question "How would we recognize this result if we fell over it?"

3.A strategy is a coherent collection of actions that has a reasoned chance of improving results. Strategies are made up of our best thinking about what works, and include the contributions of many partners. Strategies operate at both the population and performance levels.

4. A performance measure is a measure of how well a program, agency or service system is working. The most important performance measures tell us whether program customers are better off.

They are customer results to distinguish them from population results.

Accountability uses three types of performance measures: How much did we do? How well did we do it? Is anyone better off?


    Project   Community Results   Strategy   Indicators   Performance Measures 


Affordable housing for all income levels:




Greater Minnesota Housing Funds (GMHF) Facilitating "Housing Action Plan"

Coordinated with all local planning efforts

Establish housing production goals

Identify financing tools, policy tools, best practices

Consult with State, Federal & Local Government & Foundations

Plan for increased local development capacity

Innovative policies, strategies & Public/Private Partnerships


Homeless rates reduction and demographics profile improvement

Reduced area Annual Rental Production Trend (2006-2012) and Annual Needs Projections (2014 - 2020) Gaps

Market Rate Rental

Affordable Workforce Rental


Market Rate SeniorAffordable Senior
Production Demand Production Demand Production Demand Production Demand
117 167 20 246 16 251 8 126


1. Rental affordability improvements from current statistics of 58.2% of area renters cannot

afford the average market rent of $957 / Month. Majority of renters are rent burdened.

2. Improved affordable workforce rental general occupancy from 1.2% to xx% and affordable

senior rental housing from 0.8% to yy%.


Performance Measures:


Lowering of the poverty rate

Lowered social services and needs for social support programs

Reduced crime and its associated public spending on incarceration


 The Cradle to Career Planning Team recommends the StriveTogether Framework for several reasons. The framework consists of four pillars: shared community purpose, evidence based decision-making, collaborative action, and investment sustainability. It is a model using collective impact which is critical to success. There are 70 other cities, large and small
within the United States and beyond working within this same framework. This gives the initiative a body of support, best practices and partners with whom to learn, share and grow success. 

StriveTogether core values:

▪ Community: We focus on what connects us rather than what separates us and communicate to each other with transparency and integrity
▪ Courage: We fail forward even if no one is watching, have the tough conversations no one likes having and take risks in pursuit of results.
▪ Progress: We share learning and progress in real time, view professional development as personal growth and fix problems through continuous improvement.
▪ Results: We use data and evidence to make decisions and hold each other accountable for getting results.


Partnership goals

  • Developing a shared purpose and supporting systems change
  • Broadly supported backbone structure to sustain a community-adopted purpose and shared outcomes
  • Continuous examination and measurement of result using actionable data and continuous improvement
  • Aligning resources to support what works
  • Advocating for equity at all levels of the system




The Cradle to Career Goals align to seven community-wide academic outcome areas that we have committed to improving. By 2029 we are committed to maintaining or improving 60% of these outcome indicators. The seven indicators are:

1. Pre-K Developmental Success

Percent of children developmentally health at age three

2. Kindergarten Readiness

Percent of children developmentally ready to enter kindergarten

3. Third Grade Reading Proficiency

Percent of students reading at grade level at grade three

4. Eighth Grade Math

Percent of students proficient in math at grade eight

5. High School Graduation

Percent of students graduating high school with for year cohort

Percent of students with required skills for post-secondary training

6. Post-Secondary Completion

Percent of you adults attaining within 6 years:

a college degree or industry, government or military-recognized license/certificate

7. Workforce Participation

Percent of young adults gainfully employed and percent of young adults contributing to community


Related indicators

Lowering of the poverty rate

Lowered social services and needs for social support programs

Reduced crime and its associated public spending on incarceration

Increased food security

Increased housing stability

Increased employability

Increased physical and mental health


Education metrics being tracked by

  1. Efficient, convenient and accessible transportation systems that provides favorable cost structure commuters, employers and the public sector
  2. More marketable downtown properties
  3. More efficient and effective use of existing and future parking supplies
  4. Better efficiencies in the use of land and reduced parking development costs (for both private and public sectors)
  5. Greater transit ridership
  6. Reduced traffic congestion
  7. A strong partnership between the public sector, Mayo Clinic and the downtown business community
  8. Measurable success based on consensus targets for access and growth

While there are several different plans being proposed, there is a need to interconnect all those piece parts to integrate them into the transportation framework of the DMC transportation vision:  primary function of this Transportation Plan is to provide investment guidance for DMC transit and transportation infrastructure funding.

This recognizes the need for enhanced workforce access and quality transportation options to grow a competitive, diverse, and sustainable economic center in Rochester. The transportation element of the DMC Development Plan serves as a guiding investment strategy based on sound market analysis and full integration with the 20-year DMC development program. It guides investment of DMC dollars directed to transit and transportation projects, including $116 million in State Transit Aid (approximately $47 million of which will come from Olmsted County), and public infrastructure funding to support other transportation related improvements such as streets and parking structure.

The strategy has been established to leverage DMC funding with City/County Capital Improvement Plan (CIP) funding, projects identified in the sales tax extension (approved in 2013), current and future State (MDOT)

  1. Organization that effectively supports and advocates the long-term economic vitality and livability of the downtown
  2. Downtown parking to support economic development goals
  3. Increased percentage of downtown employees commuting by transit from 10% (2008) to 23-30% by 2035
  4. Increased number and percentage of commuter bike trips to downtown Rochester from an existing bike/walk mode split of 7% (2008) to 13% by 2035
  5. Increased percentage of downtown employees commuting by carpool/vanpools to downtown Rochester from 12% (2008) to 14% (2035)
  6. Increased employee awareness of the Rochester Access Management Authority and alternative mode transportation options
  7. System-wide partnerships to support parking and TDM efforts/mission

wellness 0

The following is based on this document => Metrics Section of the DMC Plan 


  • Intended to bring to Rochester, Olmsted County and Minnesota private investment in excess of $5.6 billion:
  • Seeks to create at least 35,000 new jobs in Minnesota and bring tax revenue in excess of $7 billion to the State
  • Intended to give prospective employees,patients and visitors substantial reason to consider Rochester their ‘destination’.

1. Create a comprehensive strategic plan with a compelling vision that harnesses the energy and creativity of the entire community.

2: Leverage the public investment to attract more than $5 billion in private investment to Rochester and the region.

3. Create approximately 35,000 – 45,000 new jobs, with workforce development strategies that support that growth.

4. Generate approximately $7.5 - $8.0 billion in new net tax revenue over 35 year. 

5. Achieve the highest quality patient, companion, visitor, employee, and resident experience, now and in the future.

DMC 2019 Workplan

Per September DMCC Board Meeting: DMC 2019 Workplan



2016 Work Plan

Click to view fullscreen

Drive subplans

DMC Heart of the City ; Discovery Square Feasibility Study  Transportation: DMC Transportation Framework

Economic-Fiscal Projections/Analysis 

  1. Increases in Jobs
  2. Increases in Visitation
  3. Increase in Income, Property, Sales, Hotel-Motel and Other Taxes  
  4. Estimated Indirect Benefits (e.g. jobs, tax base, etc

Other Economic Indicators:

  1. Increases in Median Income (Above Inflationary Rates)
  2. Increases in Work Force Population Living in City/County
  3. Increases of the Gross Regional Product (GRP) 
  4. Increases in Targeted Business/Industry Sector

Real Estate Indicators:

  1. Number of Building Permits
  2. Property Tax Collection
  3. Hotel Occupancy/ADR
  4. Commercial Rental/Sales Data (e.g. Occupancies, Rental Rates, etc.)
  5. Retail Rental/Sales Data (e.g. Occupancies, Rental Rates, etc.)
  6. Residential Home Sales Data §Residential Rental Data (e.g. Occupancies, Rental Rates, etc.

Other Indicators:

  1. Number/Attendance at Conventions, Exhibitions and Other Events at Mayo Civic Center
  2. Visitation to Downtown
  3. Transit Ridership


Note: above Information based on DMC Plan Draft Section 2.4 Metrics, Measurements and On-going reporting

Metrics per Nov. 2, 2017 DMCC Meeting


Full Screen



Per April 27. 2017 DMCC Board Meeting.


Full Screen View


  • An expanded and a diversified regional economy
  • A talented work force with skills that match the needs of the social, economic engine.
  • A cohesive and connected region


  • Leverage community partners to work on the three broad themes:
    1. Expand/diversity the regional economy
    2. Optimize the regional talent base
    3. Become a cohesive, connected region
  • Top-level Volunteer Governance
  • Coordinating entities
  • Form committees


  • Population growth
  • Per Capital Income trending
  • Poverty Rate
  • Unemployment Rate
  • High School Graduation Rate
  • Percentage of Healthcare Employment
  • % Self-employed
  • Pre-school Student Enrollment
  • % of Adults with a BA Degrees or Higher
  • % Population Ages 25 to 34
  • Net Migration
  • Patents Per Capital (per 100 employees)

Performance Measures:

Theme 1: Expand and Diversify the Region Economy

  • Number of unique RAEDI website visitors (monthly)
  • Number of RAEDI followers on Twitter
  • Website click-throughs received from LinkedIn
  • Site consultant hosting event attendance
  • Total employment from relocations/Total employment from expansions
  • Number of national Startup Conference attendees
  • Student enrolled in K-20 entrepreneurial programs

Theme 2: Optimize the Regional Talent Base

  • Number of students participating in internship/job-shadowing programs
  • Number of Mentorship Programs Formalized

Theme 3: Becoming a Cohesive Connected Region

  • Regional Compact for Southeaster Minnesota signatories
  • Number of attendees to Southeastern MN Regional Summit
  • Percent of regional business served by Broadband

All community Members:

Have high-quality, longer lives--free of preventable disease, disability, injury and premature death.           

Work with partners: 

  • Create social and physical environments that promote good health for all
  • Promote quality of life, healthy development and healthy behaviors across all life stages


  1. Promote a culture of health eating
  2. Promote a culture of physical activity


  1. Promote and increase diabetes screening throughout the community
  2. Improve collaboration to expand health education and awareness

Mental Health

  1. Develop a framework to improve mental health for all populations
  2. Engage existing collaboratives to enhance and connect current and future strategies

Vaccine Preventable Disease

  1. Increase immunization rates
  2. Expand health education and awareness

Financial Stress/Homelessness

  1. Increase the availability of affordable housing
  2. Ensure people have access to safety net programs
  3. Increase the proportion of living wage jobs


  • By December 31, 2020, reduce the percentage of Olmsted County adults who are
    • Obese from 28.0% to 26.0%
    • Overweight from 64.0% to 60.0%
  • By December 31, 2020, reduce the percentage of Olmsted County adolescent who are
    • Obese from 7.4% to 7.0%


  • By 2020, percentage of adult DM from 7.6% to 7.0%
  • Diabetes screening and education in the community from TBD baseline to 2020 Target


Mental Health

By 2016, foundation established to develop a set of mental health strategies for Olmsted County

Vaccine Preventable Diseases

By December 31, 2020, reduce or maintain the number of reported vaccine preventable diseases



(2011-2013 avg)


(2018-2010 avg)

Measles 0 0
Meningococcal 1 0
Pertussis 99 89
Varicella 3 0


Financial Stress and Homelessness

By December 31, 2020, decrease the percentage of Olmsted County adults reporting living in financial stress from 26.0% to 20.0%


TBD                                                              . 

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