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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 


OpenBeam Observations: 

  • Nothing official
  • Several initiatives have potential to drive toward a common purpose
  • Bottom up is the reality
  • Several "top down" projects that deliver the common good



  • Co-designing to be leveraged.
  • Still no system-wide coodination



Economic Front Presented to DMCC Board 







  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

Why is Link necessary?

The 2nd Street SW corridor is one of the most heavily-used corridors in the City of Rochester, carrying more than 21,800 vehicles and 13,000 transit riders each day. The corridor is already near capacity, and congestion causes significant delays for transit users, drivers, and others traveling through the area. Link Rapid Transit will:

  • Expand transportation options.
  • Reduce the need for expensive parking.
  • Alleviate future congestion.
  • Prepare for downtown growth and support sustainable development.
  • Improve quality of life for residents, employees, and visitors.


BRT was selected in 2019 as a result of the Alternatives Evaluation. The preferred route follows 2nd Street SW from the Mayo West Lot to downtown Rochester and will primarily operate in dedicated bus lanes. The current phase of work includes:

  • Environmental review.
  • Preliminary engineering.
  • Communication and public engagement.
  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

All community Members:

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

2019 Work Products Include: 


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                                                              . 

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’.


September 26, 2019 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 

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



Beam DMC Portal


2021-07-01 Report Presentation 


Action Plan





2021 Report



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:


Results By 2017

  • All students will demonstrate and promote cultural understanding of self and others to become involved members of a global community.
  • All students will identify, develop and apply their personal talents to contribute positively to future generations.
  • All students will create and pursue their individual empower them to reach their full potential.


Create a collaborative learning environment that uses best practices

Expand and enhance community partnerships

Inspire, challenge and empower current and future employees


  1. Staff, students, and parents understand our strategic objectives and framework for assessing student development.
  2. Community partners recognize and support the value of our strategic objectives and framework for student development.
  3. Rubrics relevant to all student levels have been developed.
  4. A learning and phased process is used to refine how we gather evidence and assess student growth on the strategic objectives.

Unofficial Dashboard Beam Education measurements

Formulate options for advancing DMC energy & climate goals.

- Reliable and resilient systems

Coordinate an energy infrastructure strategy & operating principles

Identity metrics by which benefits can be measured.

First, listen and understand the unique needs & capabilities in Rochester

- Reliable and resilient systems

Identify potential strategies to meet Rochester goals

Coordinate with other local energy planning efforts

Use metrics and data to structure evaluation

Identify an overall vision grounded in cos-effectiveness

1. Build capacity of Target Businesses located in Southeastern Minnesota

2. Evaluate the City of Rochester DMC Construction Workforce Participation 

3. Promote trade careers to under-employed, women, minorities and youth

4. Learn best practices for recruiting and training workforce

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