GUEST COLUMN.

The Mayo Clinic plays a significant role in Rochester’s economy identity and growth. So, how does a small city with a population of 128,000 people, that hosts the state’s largest employer and the country’s most famous hospital manage? That is the challenge that we have faced and will continue to face into the future. 

A little history: In the wake of a devastating tornado back in 1883, Mother Alfred Moes and the Sisters of St. Francis approached Dr. William W. Mayo with an offer to raise funds to build a hospital. Working together with the community, they built St Mary’s hospital which opened in 1888 and thus began a long and successful partnership resulting in the Mayo Clinic we know today. 

A growing campus, Mayo Clinic employs approximately 40,000 people in Rochester in more than 30 downtown buildings and a few in other parts of the city.  It provides 2,059 hospital beds in teaching hospitals, a level 1 trauma center, one of the largest intensive care unit networks in the country, two proton beam centers (the second opening soon), 80+ MRI’s and integrated care that is second to none. 

Partnerships, such as the 2013 legislative initiative entitled Destination Medical Center (DMC) is a big part of the reason the city and its largest employer can work together for the betterment of all. It is but one example, but a powerful one. 

The DMC initiative was an idea developed at Mayo Clinic which asked the state to invest in Rochester’s downtown district in order to support both the City and Clinic’s growth, fulfill the needs and desires of their staff, patients and our city residents to make it a draw for other health aligned innovation businesses.

From the start until today there have been unexpected impacts to the DMC vision – from the legislature that made the city have more financial skin in the game, to the slowing economy during Covid, to the expectation that the growth was imminent, to addressing unexpected economic impacts (housing, costs, research cuts, etc.).  All this has meant the absolute imperative for all parties to be at the table to move ahead in these challenging times.

Let me give a few examples of collaborations that are changing our city right now.  One is the “Link” Bus Rapid Transit which combines city delivered infrastructure by braiding multiple sources of funding (federal, city and DMC/state).  This city-run system will be open at no cost for all employees, visitors and residents for 20 years thanks to an agreement from Mayo Clinic.  Although a primary means of transportation for Mayo Clinic staff, it traverses east to west through a several mile stretch of our community that will be available to all. 

Another successful approach has been the development of “Discovery Walk’ which transformed four downtown blocks with creative and beautiful public realm space connecting downtown to the new Discovery Square health tech innovation district and beyond to the cities signature downtown public park and 18-hole golf course, Soldiers Field, which was updated with an aquatic center paid by using state, city and DMC funds.

What these partnerships and collaborative efforts have accomplished so far just begins with $2.1 billion in qualifying private investment through 2025 including $348 million in 2025 alone; employment within the DMC district that has grown 47% between 2015 and 2022 – increasing 17,500 jobs; the doubling of downtown housing units, and 15 city blocks have been involved in redevelopment.  There are many other partnership activities underway including jointly addressing community priorities such as housing, accessibility, transportation and environmental sustainability.  

One particularly exciting change has been the development of a Thermal Energy Network which was recently completed. It will reduce emissions by approximately 2.3 million pounds of carbon dioxide and save the city $600,000 dollars annually.  Mayo Clinic is expanding its own energy infrastructure coordinating with Rochester’s Energy Integration Committee.  

Many agreements have been necessary that involve city streets, sidewalks and public realms.  The City, Mayo, and DMC, working with construction folks, have adopted shared principles emphasizing coordinated schedules, accessible routes, clear communication and our “dig once” infrastructure strategy that will be a financial and convenience benefit for city residents and business in the long run.

This type of program and growth understandably can disrupt the city and our residents. Managing that disruption requires close ties between Rochester’s own growth-related projects and development and Mayo Clinic’s massive undertaking.  One key to smooth cooperation has been the existence of a “yes” and “yes” model that requires approvals from both an eight-member state-level public authority (representing the State of Minnesota, Olmsted County, the City of Rochester, and Mayo Clinic interests) and the city council.

The lesson we have learned is that successful partnerships must manage the disruption of growth, not merely celebrate its eventual benefits!  We have learned to face the challenges together as we all want our diverse community to maintain its well-earned reputation as “America’s City for Health” and one filled with compassionate, caring and supportive people.

The contents of this Guest Column are those of the author, and not necessarily Barrett and Greene, Inc

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