Destination Medical Center (DMC)

Collaborators 

Lead Organization: DMC EDA

Contact: Patrick Seeb ; Email: TBD ; Phone: TBD

Known/Likely Collaborators: City of Rochester, MN ; County of Olmsted, MN ; DMC EDA ; Mayo Clinic ; Rochester-Area Economic Development Inc (RAEDI) ; Rochester-area Chamber of Commerce ; Southern Minnesota Initiative Foundation

Potential Collaborators:

Related Projects

Age-Friendly Olmsted County (AFOC) Plan ; America's City for Health ; Chateau Theater ; Community Health Assessment Process ; DMC Dashboard ; Discovery Walk Co-designing ; Heart of the City Peace Plaza Public Realm ; Housing Alliance Coalition ; Journey to Growth Plan ; LINK - Bus Rapid Transit ; Mayo Clinic Bold Forward Unbound ; Planning To Succeed: Rochester 2040 Comprehensive Plan (P2S) ; Saint Marys Place: Holiday Inn Project ; Sustainability and Resiliency Action Plan ; University of Minnesota, Rochester Master Plan

Impacts 

Major Impact:  Economic Development

PlanScape Impacts :

Level 1: Arts & Culture, Economic Development, Housing, Sustainability, Transportation, Workforce Development, Vision/Identity

Level 2: Best Practice, Business Process, Livable City, Hotel & Hospitality, Retail, Dining & Entertainment, Arts & Culture, Technology, Health & Wellness, Education/Learning Environment, Sports, Recreation, Nature, Heart of the City, Discovery Square, UMR and Recreation, Central Station

DMC Impacts:

Livable City, Hotel & Hospitality, Arts & Culture, Technology, Health & Wellness, Education/Learning Environment, Sports, Recreation, Nature

Community Health Impacts:

Type of Project

Planning  

2020 Plan Updates

2020 Plan

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 November 2018  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 

First Phase (2020) Summary of  Results  as reported per DMC Second Phase Forward report. 

New Jobs

Rochester added approximately 7,700 positions over the past five years, with growth concentrated in healthcare and additional jobs added in retail, hospitality, research and office segments. More than 80 percent of the new jobs paid more than Rochester’s Area Median Income of approximately $75,000. More local women and minority owned businesses are needed to fulfill the DMC vision and the project is on track to meet its 2035 jobs goal.

New Investment

Private investment during Phase 1 exceeded goal and totaled $963 million, which leveraged $98 million of public investment, including TIF funds. In all sectors except hotels, actual buildouts exceeded planned square footage. Projections indicate strong Phase 2 public funding while the impact of COVID-19 will influence how private investment occurs in 2020-2024.

New Tax Revenue

Phase 1 programs and investments delivered a tax revenue impact equal to roughly 12 percent of the goal, ahead of projections. New job creation has been the main driver of increased tax revenue. The impact of the COVID-19 pandemic on future tax revenue projections is being analyzed. DMC is working with the city and other collaborators to update the relevant economic models and projections.

Plans and Prototypes

To create the DMC Development Plan, DMC EDA recruited a group of the nation’s leading development and planning consultants to work in collaboration with the City of Rochester, Olmsted County, Mayo Clinic and community stakeholders. More detailed planning exercises with numerous organizations have also occurred, focused particularly on public realm planning, mobility options, housing needs and downtown energy district planning.

Transforming Experiences

The DMC team forged new partnerships with a range of community stakeholders to advance DMC’s core goal of delivering the highest quality patient, visitor and community member experience now and in the future. The “When in Rochester” app and a new RDA Ambassadors program grew out of ongoing efforts to ease stress for visiting patients and their companions and improve their stay experience from arrival through shift from clinical care to free time and end-of-day activities.

September 26, 2019 Updates

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:

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

1st Phase High Level  Summary of  Indicators and Measures Per DMC Second Phase Forward

New Jobs

Rochester added approximately 7,700 positions over the past five years, with growth concentrated in healthcare and additional jobs added in retail, hospitality, research and office segments. More than 80 percent of the new jobs paid more than Rochester’s Area Median Income of approximately $75,000. More local women and minority owned businesses are needed to fulfill the DMC vision and the project is on track to meet its 2035 jobs goal.

New Investment

Private investment during Phase 1 exceeded goal and totaled $963 million, which leveraged $98 million of public investment, including TIF funds. In all sectors except hotels, actual buildouts exceeded planned square footage. Projections indicate strong Phase 2 public funding while the impact of COVID-19 will influence how private investment occurs in 2020-2024.

New Tax Revenue

Phase 1 programs and investments delivered a tax revenue impact equal to roughly 12 percent of the goal, ahead of projections. New job creation has been the main driver of increased tax revenue. The impact of the COVID-19 pandemic on future tax revenue projections is being analyzed. DMC is working with the city and other collaborators to update the relevant economic models and projections.

Plans and Prototypes

To create the DMC Development Plan, DMC EDA recruited a group of the nation’s leading development and planning consultants to work in collaboration with the City of Rochester, Olmsted County, Mayo Clinic and community stakeholders. More detailed planning exercises with numerous organizations have also occurred, focused particularly on public realm planning, mobility options, housing needs and downtown energy district planning.

Transforming Experiences

The DMC team forged new partnerships with a range of community stakeholders to advance DMC’s core goal of delivering the highest quality patient, visitor and community member experience now and in the future. The “When in Rochester” app and a new RDA Ambassadors program grew out of ongoing efforts to ease stress for visiting patients and their companions and improve their stay experience from arrival through shift from clinical care to free time and end-of-day activities.

Metrics per Nov. 2, 2017 DMCC Meeting

Full Screen

Per April 27. 2017 DMCC Board Meeting.

Full Screen View

References

Beam DMC Portal