Ramsey County Budget Committee of the Whole: EGCI Service Team Budget Hearing (Sept. 18, 2025)
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Ramsey County Budget Committee of the Whole: Economic Growth and Community Investment Service Team Budget Hearing
On Thursday, September 18, 2025, the Ramsey County Budget Committee of the Whole convened at 9:00 a.m. in the Council Chambers to review the proposed 2026-27 budget for the Economic Growth and Community Investment (EGCI) Service Team. The meeting began with opening remarks from Chair Moran, who noted that the proposed 2026-27 budget calls for a levy increase of 9.75% in 2026 and 7.5% in 2027. The full day featured presentations from department directors, followed by questions and discussion by county commissioners. No public comments were heard.
Public Works – Director Brian Isaacson
- Isaacson presented the Public Works budget (pages 353-373), highlighting the department’s responsibilities for 293 miles of county roads, 67 bridges, 30,000 signs, and 360 traffic signals. He noted that the capital program has more than doubled in the last two years, but staff increased only about 10%. Major revenue sources include the Transportation Advancement Account (TAA) – a regional sales tax from a 2023 legislative bill – which provided $18 million in 2024 but was initially misallocated as operating and later corrected. Federal funds are described as “at best uncertain and at worst will be rescinded,” with discretionary grant awards delayed (e.g., a Safe Streets for All grant to St. Paul of $15-20 million awarded over a year ago but not yet funded). A $1.7 million increase in Union Depot insurance premiums in 2026 remains flat in 2027. An additional 14.5 FTEs are funded entirely by TAA (not levy). The budget includes $5 million more in professional services for outsourced work to support the growing capital program. Fleet funding remains a challenge; county manager Becker noted exploration of internal cost allocations.
Parks and Recreation – Director McCabe
- McCabe presented the Parks and Recreation budget (pages 336-352), managing over 7,000 acres, 6 regional parks, 9 county parks, 100 miles of trails, 4 golf courses, 11 ice arenas, and other facilities. The department is 70% fee-based and uses just 1% of the overall county levy. Major changes include converting a part-time cultural liaison position from grant to levy funding ($345,000 grant from the state for a soil and water FTE remains levy-neutral). Fee increases are proposed for golf and arena fees, set at the top third of the market to generate profit for other programs. The Battle Creek Winter Recreation Area received an equity grant through the Met Council that will run out in 2026; children 12 and under remain free. The department is investing $6.6 million in energy reduction across arena systems, projected to reduce energy consumption by 30%. Long-term pressure: state only funds about 10% of regional park maintenance costs, far below the statutory 40% obligation, creating a $2 million gap. Parks reserve funds in the soil and water division are being drawn down and are expected to be fully utilized by the next budget cycle.
Property Management – Director Ted Kruger
- Kruger presented the Property Management budget (pages 379-390), an internal service department managing 28 owned buildings (4 historic) and 15 leases. The department is 94% funded by internal rental rates, which increase 4% per year (to $13.35/sq ft in 2026, $13.90 in 2027). The proposed budget increases average 4% annually, driven by class and compensation adjustments, insurance increases, and utility costs. Deferred maintenance needs are $18 million per year; the department currently applies $2/sq ft from internal rents for smaller repairs, but major capital projects are funded through the CIP process. The East Building, a lower-cost facility, was sold, which will cause an uptick in rental rates in 2028-29. The department is exploring alternate financing for energy efficiency improvements, to be discussed as a policy item next week. Commissioner Jebasingh raised the need for a strategic facilities plan that aligns programmatic needs with physical maintenance, and county manager Becker emphasized breaking down silos across departments.
Workforce Solutions – Director Catrice O’Neill
- O’Neill presented the Workforce Solutions budget (pages 392-402), 96% grant-funded with 69.5 FTEs in 2026 and 68 in 2027 (down from 79 in 2024). Grant reductions total about $4.4 million in state and federal allocations for 2026 and an estimated $706,000 decline in 2027, primarily due to the end of ARPA funds and reduced formula grants (WIOA, TANF, MFIP, SNAP). The department is reorganizing to align staffing with grants, saving $1 million in 2026 and $260,000 in 2027. Programs such as Power Within Us (serving justice-involved youth) will be sustained through cross-departmental collaboration, but the Drivers License Academy and some Learn & Earn programs will sunset. The Public Pathways program receives $318,000 in levy funds for internships. County manager Becker clarified that Workforce Solutions’ grants are formula-based allocations, not discretionary grants. Long-term pressure: revenue is decreasing while operating costs increase, straining mandated employment services.
Community and Economic Development (CED) – Director Josh Olsen
- Olsen presented the CED budget (pages 405-416), funded by general levy, HRA levy, environmental response fund (ERF), CDBG, HOME, state affordable housing aid, and local affordable housing aid (LAHA). The budget adds one FTE to support LAHA administration. CED has deployed $70 million in one-time funding over five years. In 2025, the board approved 27 projects totaling $18 million using LAHA (housing sales tax). Revenue reductions are anticipated in HOME and ERF due to lower transactions. The department plans an update to the Economic Competitiveness and Inclusion Plan (ECI Plan 2.0) starting with a fiscal health analysis. CED is transitioning to a new data tracking system (Neighborly) to improve compliance and evaluation. Commissioner Zhang asked about the rationale for maintaining federal fund levels despite cuts; Olsen noted that 2026 CDBG allocation is confirmed, but 2027 is uncertain.
Housing Stability – Director Nali Yang
- Yang presented the Housing Stability budget (pages 419-430), a new department focused on the housing continuum. Staffing remains flat. Revenue reductions are anticipated from random moment sampling and grant administration. The department is the lead agency for Ramsey County’s Continuum of Care (Heading Home Ramsey) with over 30 community partners. The termination of the state’s Housing Stability Services program by DHS will reduce wraparound services. Random moment trainers are being added countywide to maximize federal revenue. The department receives FHPAP funds from Minnesota Housing, LAHA dollars, and local homelessness prevention aid. The partnership with the City of St. Paul includes a JPA for Emergency Solutions Grant funds. Commissioner Zhong inquired about countywide encampment response; county manager Becker noted ongoing conversations with cities and the need for clarity on roles. Prevention efforts include using LAHA for housing court diversion.
Libraries – Director Payong (presented)
- The Libraries budget (pages 324-335) includes a cost reduction of $590,000, reducing hours by ~5 FTE. The Shoreview Library will close on Fridays (56 hours to 47 per week), while other branches remain open. The decision was based on the social vulnerability index; Shoreview was deemed least vulnerable. Other libraries are open 45 or 35 hours per week. Partnerships with public health, safety teams, and digital equity programs continue. The rental book collection fee increases from 25¢ to 50¢ per day. The Moundsview Library renovation is being discussed as part of a strategic facilities direction plan. Commissioner McGuire asked about charging for community rooms; Director Payong noted they remain free to ensure equitable access.
EGCI Administration – Controller Tom Ock
- Ock presented the EGCI Administration budget (pages 315-318), which includes executive management and 25 finance professionals serving the service team. No new FTEs are requested. The chargeback model for accounting services increased revenue to cover salary investments. Long-term pressures include rising costs to attract talent and the need to manage 27 different funding sources. The department will remain under EGCI pending future organizational alignment discussions.
Key Outcomes
- The board will hold public hearings on Monday, September 22, 2025, at 5 p.m. and Thursday, December 11, 2025, at 6 p.m. to receive public comments on the proposed budget. Written comments are also accepted.
- On Tuesday, September 23, 2025, the board will set the maximum 2026 property tax levy.
- On Tuesday, December 16, 2025, the board will give final approval of the 2026-27 budget and set the final 2026 levy.
- Several clarifications and corrections will be provided by department directors in response to commissioner questions.
- Board workshops are planned for 2026 on topics including parks revenue generation, fleet funding, strategic facilities planning, and homelessness encampment response.
- The committee will continue budget hearings on September 19, 2025, with the Health and Wellness service team at 9:00 a.m.
Meeting Transcript
Okay, perfect. Good morning, everyone. Um we are going to open up today's uh Ramsey County budget committee of the whole hearing. Today we will focus today is Thursday September the 18th, 2025. We will open up with the economic growth and community investment service team. And before we open up and allow uh Deputy County Manager Carrie Collins to speak, let me just state a few things. On September the 2nd, we heard from County Manager Becker, who provided an overview of the 2024-25 proposed budget. The proposed 2026-27 budget calls for a levy increase of nine point seven five in two thousand and six and the seven point five in two thousand and twenty two thousand and twenty-seven. Meeting with service team on their twenty twenty-six-27 budget are taking place from September the 15th and will go through September the 22nd. The full meeting schedule is available on our public website, Ramsey County.us. Today we will hear from the economic growth and community development service team. Each department director will present details on their department priorities and proposed budget, including an overview of major changes and a discussion on how the county's values and county manager Becker's priorities are reflected in their budget. After each presentation, I will open up the floor for any questions and discussion by the county board.us. Parking vouchers will be provided for Victory Ramp, located at 344 Wapashaw Street. Prior to that hearing, residents and business will receive their proposed property tax statements. The 2627 requested by board members, if any. On Tuesday, December to 16, the county board would give the final approval of the 2026 budget, including any changes approved by the committee and set the final 2026 property tax levy. And so with that, I would like to ask uh Deputy County Manager, Carrie Collins to open up. Thank you so much, Chair Moran, and members of the board. I'm Carrie Collins, the Deputy County Manager of the Economic Growth and Community Investment Service Team. And I'm honored to kick us off in our conversation today. Our budget starts on page 314. I want to start off by thanking the finance team as well as our county manager for developing thoughtful budget priorities. A special thanks to our budget rep Mike Coogan, our controller Tom Mock, our executive assistant Christina Thurry, and an enthusiastic hats off to the directors for their work and tough decisions to get us here today. Today I will do my part to shepherd us through a 2627 budget that is grounded in investments in our most critical infrastructure, our people. A theme across all of our budget presentations that I hope you are hearing is our gratitude for the class and compensation efforts that more adequately and appropriately invest in our staff. The directors have been extremely thoughtful in their approach to budget development. Our strategy in this cycle was to ensure sufficient resourcing for our core services, find opportunities to innovate, streamline and streamline processes where possible, and spur economic growth through specific strategies in place and space. This work can't be done alone. I want to thank the directors for their commitment to internal and external partnerships in an effort to maximize and diversify the range of programmatic offerings and services available. The directors also took a serious look as to how they might strengthen our fiscal health by leaning into budget reduction strategies during what many would argue are already lean times. Speaking of lean times, there are many leaders organization wide that have stepped into leadership vacancies as a result of staff turnover or other unique challenges. Oftentimes these leadership challenges are less visible, but we have amazing staff that have assumed greater responsibility to continue the good work for community. In fact, out of the nine leaders you will hear from today, five have either served or are currently serving in an interim capacity. Thank you for your service. The EGCI service team as it exists today navigates approximately 27 different revenue streams, all with unique eligibility reporting requirements and purposes. EGCI as a whole accounts for approximately 10% of the total levy, but 100% in the hearts and minds of our residents. However, I do believe that our residents and city partners are always understandably paying careful attention to what we do. Much of that is due to the many coalitions that partner with community and city leaders like the Heading Home Ramsey Continuum of Care, the Workforce Innovation Board, the Library Board, the Parks Commission, and the Joint Development Authority for Rice Creek Commons, just to name a few. Additionally, the work that we do is very complimentary to our city partners, city roads, county roads, city parks, county parks, city libraries, county libraries, city economic development, county economic development, etc. etc. A strong relationship with our cities is so important to our residents as we maintain and develop the range of community infrastructure our residents need together. Along similar lines, our cities and counties are facing many of the same constraints and economic realities. Our role in facilitating inclusive economic growth becomes critical not just to ensure our residents have safe access to housing and jobs and services, but to ensure our fiscal health as a county remains stable to sustain the breadth of services and investments this county budget articulates. The organizational relying realignment work will result in housing stability and workforce solutions to join the new community services and support service team. Property management will join the strategic team. Despite these shifts, the departments today will remain unchanged in the collaborative work that is ongoing with these departments and across the county. Our unique area to this service team is the scale of complex projects. Major transit projects or redevelopment projects such as Park at River's Edge and Rice Creek Commons require depth of expertise, resources, and energy to advance. These complex projects also represent a tremendous opportunity to strengthen the tax base and bring along much needed housing infrastructure to our community.
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