Ramsey County, MN Board Meeting

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Like to call it a lot of the Ramsey County Florida Commission as Roll Call, please. 17 here. McGuire McMurtry here. Mueller here, Moran here Jong take stand A chance play United States of America. And it's very public for which stands. One nation under God, indivisible, with liberty and justice for all. commissioned Thank you, Mr. Chance. Every community owes its existence and vitality. 2 generations from around the world who contributed their hopes, dreams and energy.

To making the history that led to this moment. Some are brought here against their Some are drawn to leave their distant homes in hope of a better life. And some have lived on this land since time immemorial. Truth ad that knowledge meant are critical to building mutual respect and connection across all years heritage and difference. We are standing on the ancestral lands with the Dakota people. We want to acknowledge the ojibwe, the whole China and the other nations of people who also called this place home. we pay respects to their elders past and present. Please take a moment to consider the cheese made by the tribal nations that entitled Non native people to live and work on traditional native plants. Consider the many legacies of violence displacement, migration and settlement that bring us together here today. please join us in uncovering such routes at any and all public events. If you. to take motion on the agenda for August. 26 2026. second, seeing no discussion roll call. thing. I McGuire. Mueller, I and Ortega. Allin to tame the motion of the minutes of August. 18th 2026. second. Seeing no discussion roll call Jong. I haven't seen. McGuire I McMurtry Miller for an and I take a I. We have policy item

Presentation of the 2027 Supplemental budget and performance measures. good Morning, Mister Chair members of the board. My name's linebacker and I had the honor to serve as the Ramsey County manager. I'm going to present the 2027 supplemental budget today for your consideration as we begin this year's budget

Conversation. I want to start by acknowledging what we have been through as an organization and more importantly, thank the people who have cared. carried us through it. Our dedicated employees have remained deeply committed to the work and to the people we serve even as we have navigated uncertainty change in circumstances. Well, beyond our control through it all, federal actions, federal shutdown operation Metro Surge and recent encampment responses. Our focus is the county has remain steady, maintaining continuity of services being responsible stewards of public resources and showing up for our community when it matters the most much of the work of county government. It happens behind the scenes, but its impact is felt every day it has felt when a family can access critical services that they need. It has felt when our employees answer nearly a 1 million 9-1-1, calls a year when we plow and ensure the safety of nearly 300 miles of county roads.

When we serve nearly 10,000 residents a month at our service centers across the county connecting people to essential services during some of life's most difficult moments. Ramsey County employees show up every day with dedication, creativity, and a deep commitment to serving residents, businesses and our partners. That context matters in this budget. The decisions before us are not simply about numbers on a page. They're about sustaining services. People depend on supporting the work force that delivers that and making thoughtful choices in an environment where many of the pressures that we face are out of our control. We have been acid at before and we have as we look ahead, our responsibility is to build on that resilience, protecting what matters most being clear eyed about the challenges before us and positioning the county to continue to serve our community was strength and stability. Ramsey County has more than 20 years of biennial budget experience. That experience gives us an established framework for looking beyond a single year and making thoughtful longer term decisions about our resources and the service is our community depends on we are navigating structural, cautious, insignificant state in federal funding.

Uncertainty, rising costs for mandated services and growing Property taxpayers. These are not one year challenges and they cannot be slved with one year. Fix is a biennial approach. Focuses as I'm looking beyond the simple balancing the next budget, it requires us to understand the trajectory that we are on ensure that investments are meeting intended impact and outcomes are adjusting the pressures before us before the compound at this moment. That long-term view matters. Our responsibility is not to just to balance the 2027 budget is ensure that the choices we make in 2027 are sustainable in 2028 and beyond. As we begin the 2027 supplemental budget. It is important to remember we are not starting from scratch. This supplemental budget is not a new budget, rather. It gives us an opportunity revisit the second year of a biennium and make targeted adjustments. What has changed since this budget was adopted? The 2027 budget was approved a part of the 26 27 biennial budget.

And that included a 7.5 property tax levy increase. The 26 27 biennial budget require difficult but responsible choices. We work to align resources with county court responsibilities while recognizing the financial realities facing this organization on our community, that work included, targeted staffing reductions and service adjustments. As we look toward 2027, our focus shifts from making those decisions from making those decisions to ensuring that they are working as intended. This is a performance here for Ramsey County and opportunity to evaluate how we are delivering services understand where just months may be necessary and to ensure our resources continue to be directed where they can have the biggest impact. At the same time we will be we will continue to work on finalizing organizational alignment work after a period of considerable change. 2027 is a year when we begin great, bringing greater clarity to our final structure. Strengthen coordination across the organization and ensure that our people and resources are aligned to support effective service delivery into the future, taken together.

The supplemental budget is more. making adjustments to the numbers. It is about stability. It is about performance and it is about alignment is well building on the difficult decisions. We have a rady made measuring how well those decisions are working and continuing to position. Ramsey County to ensure that our residents can rely on us today while we remain financially responsible for the future. As we approach this budget, we are focused on making investments to intentional choices even when resources are tight, that means being disciplined about where we invest and understanding where we might need to make adjustments and ensuring that every decision is connected to outcomes that we want to achieve for our community. At the center of these decisions is our commitment, excellence and service driven by community and focused o people. Ramsey County is the most diverse county in Minnesota. serve approximately 50,000 residents and that work is carried out every day by 4,400 and dedicated employees.

They are the connection between the priorities reflected in this budget and the services residents experience every day. Our county weigel's of well-being, opportunity, prosperity and accountability, provide the foundation for this work. They are not separate from this budget. They are embedded throughout it. We see them reflected in the strategic investment we make where we make targeted reductions and where we transform systems to better serve our residents. That is especially important at a moment when resources are constrained every and what besteman comes with a choice and every coice requires us to be clear about what we are trying to accomplish. Our county weigel's provide that focus. They help us to evaluate not simply what we can afford to do, but where our resources can make. The biggest difference. Ultimately, these goals remind us why we are here and who we serve behind every budget decision ae people residents who depend on Ramsey County for services employees that deliver them and communities that expect us to use public resources responsibly our organizational alignment work began more than 2 years ago as part of the 2025 Supplemental Budget Process with a clear goal to ensure that Ramsey County structure supports our priorities, strengthens our service delivery and positions us to adapt and lead in a changing environment.

This work has been a significant part of te biennial budget represents a deliberate investment and how we operate. A key part of that work has been creating it, creating a greater balance between our service teams, including an indent tension, reduction of the health and wellness service team and the creation of an operation service team. The new organizational structure took effect January. First of 2026, marking a very important step in that work. But this effort has mom more than about where programs functions or employees sit on an org chart. Organizations need reporting structures. They create clarity, accountability and provide support for leaders and employees. But how we do our work is not and cannot be limited by those structures. The needs of our residents do not fit neatly within departments or even service teams and neither should our response to them. Operational excellence requires us to work across organizational boundaries as one Ramsey County bringing together different areas of expertise and share responsibility for the outcomes we are trying to receive chief.

Our structures should enable that work but not defined its limits. As we have implemented this new structure, we have continued to assess where functions are best position and where further alignment can strengthen our ability to serve our community as part of that a continued evolution beginning on January. First of 2027 environmental health will trans transition to the economic growth Community Investment Service team as a New department renamed as Environmental Services. This move recognizes the connections between environmental health and the broader conditions that contribute to healthy thriving communities in areas such as parks and recreation and public works. That is what Rams one Ramsey County means. We may have different roles, expertise and reporting structures, but we share the responsibility for the people in the communities we serve as we finalize this alignment work. Our focus is not simply where the works. Its it isn't how we work togeth. How we show up for one another and how we deliver the best service.

Ramsey County residents. As I mentioned, we are not starting a new budget process. So as we look to 2027, it is important to begin with a recap of the decisions we've already made and the changes are organization has already absorbed. The 26 27 biannual budget require difficult but necessary decisions including the elimination of 43 filled positions in finance enterprise, administrative services and social services. We had service reductions, including reduced hours at our library in Shoreview and the closure of the county operated detox facility. Those decisions were significant and we recognize the impact they had on our employees and across the organization. At the same time we made intentional investments in our workforce, including classification and compensation investments designed to strengthen our ability to attract retain and fairly compensate employees against 9 county other government compared or organizations. We also operation allies Appropriate response initiative moving this important work from being funded by onetime American RESCUE Plan Act funds into ongoing service delivery beginning on January.

First 2027. This work will sit in emergency communications. That is the foundation we bring into 2027. We are not revisiting those decisions already made. Instead we are building on them while responding to a new set of fiscal and operational realities. We have several new budget drivers that are shaping 2027 while county. The county anticipated and planned for some of the impacts of federal HR. One, the financial consequences continue to grow beyond what was known when the base budget was developed as additional cost become clear, they are creating new pressures on the 2027 budget and increasing uncertainty into the years ahead. As you have heard in recent weeks, we have needed also to address pressures at the adult detention center to ensure we are meeting our legal responsibility to operate a safe, secure and compliant adult detention center. Fiscal discipline and strategic investment have to go hand in hand for 2027. Our charge is very clear.

Build on the decisions. We have a ready made address the pressures that are in front of us and continue finding better, more efficient ways to deliver essential services that residents depart penned on with the resources that have been entrusted to us. The fiscal environment in which counties operate has changed in a very significant wy. The National Association of Counties has described this as the big shift, an unprecedented shift of cost and responsibilities from the federal government to counties in the amount of a trillion dollars over 10 years. Tis is not simply about receiving fewer federal dollars in mny cases, counties remain responsible for delivering services are responding to the consequences when those services are reduced, even as resources are shifting. Naco has outlined that counties have choices across the counties and these are what we face. Scale back. Critical services continue providing required services at a greater local cost, increased local taxes or fees, delay investments in infrastructure and resilience or absorb the longer-term economic and social consequences of underfunded programs.

None of these are easy and none of these happen in isolation. For Ramsey County. These federal changes come at a time when we have a ready made difficult financial decisions to bring resources and expenditures into greater alignment. We have reduced positions. We have adjusted services. We have reorganized parts of our organization and ask organization to work differently and we will continue to do so. At the same time, we have continued to make targeted investments where they are needed to ensure we can maintain our workforce to meet communities. Critical needs. The federal cautious, create an additional layer of unprecedented pressure. Our rsponse cannot be to respond by replacing every federal last dollar with a local property tax dollar.

Nor can we assume that eliminating funding eliminates the underlying need in our community. Instead, we have to be intentional about the choices we have to make ahead. That means understanding what we are required to provide. Where we have discretion, where we can operate differently and more efficiently and where service could create greater costs are consequences. Tomorrow. It also means being transparent to our community and with our community about these choices in front of us. And the trade asked that they are going require. This is where our commitment to fiscal discipline, operational excellence and one Ramsey County become especially important. We will need to look across this entire organization, not simply within a department or service team determine how we can best use our collective resources to match up the capacity that we have. Let me share a bit more. Why the big shift is even more difficult particularly for Minnesota and Ramsey County. Minnesota is one of 10 states operating under a state supervise county administered model practice.

That means counties are on the front lines delivering a wide range of state and federally mandated programs. Changes at the federal level can shift costs and administrative restructure responsibilities downstream to states and counties for counties. That means implementing new requirements managing more complex eligibility and compliance processes responding to increased demand in other parts of the safety net and absorbing costs that are no longer supported at the same level by our federal and state partners. Counties do not control many of the decisions that determine what those services costs, how those programs are. Design or if they are adequately funded. This creates a fundamental imbalance. Counties are responsible for the outcomes without controlling. Many of the resources are policy decisions that drive those outcomes. Even before HR one. The resources available to counties were not keeping pace with the growing cost and complexity o delivering mandated human services. Counties are being asked to do more administer more absorb more costs, remain accountable for the results with fewer resources while being limited in our flexibility.

Those pressures do not disappear. When funding is reduced and responsibility, shift. They show up locally in county budgets in workforce capacity in service delivery. In the experience that residents who depend on programs receive and ultimately in our property tax levies. Local property taxpayers cannot indefinitely backfill declining federal and state supported mandated services. The long-term solution cannot be simply shift more responsibility. And Costa counties. Responsibility, authority and funding must be aligned without that. This model is unsustainable. The impacts federal HR one become very real when we translate them to Ramsey counties. 2027 budget.

Changes to snap and Medicaid alone are expected to add 6.2 million dollars in new county costs alone nxt year. First, implementing changes mandated by federal HR one including more frequent re determinations and renewals for medical assistance. We'll include will increase the workload for financial assistance team meeting. Those new requirements continue to serve our residents effectively will require it estimated additional 17.5 Ft ease which will cost the county approximately a million dollars of new cars in 2027. Second. The federal government is fundamentally changing how SNAP administration is funded. The federal match will fall from 50 to 25% shifting a substantially greater cost. Our share of the cost of them in a string this federally mandated program to state and local governments even after approximately 1 million dollars and one time state assistance for next year, Ramsey County wll expects to absorb roughly 3 million dollars t fix additional costs in 2027. 3rd beginning in the 4th quarter of 2027 counties could be required to pay a portion of the stat benefit themselves.

Assuming Minnesota statewide rate remains above 10%. Ramsey County is planning for a 15% county share and estimated 2.2, 6 million additional costs in 2027 alone that together. And the impact is approximately 6.2 million dollars in 2027. To put that into perspective. These federal changes alone are equivalent of 1.0, 3, 5 percentage points on our property tax levy increase for 2027. This is not 6.2 million dollars in new programs. Ramsey County chose to create. It is not 6.2 million dollars in discretionary investments. We deciding to make it is the federal cutious one that moves responsibility of millions of dollars from the federal government on t Ramsey County and ultimately to our local taxpayers. This policy, the policy decisions are made elsewhere. The funding changes are made elsewhere, but the responsibility to implement those decisions and administer these programs and serve as stays right here with us. That is why we need to very precise. When we talk about spending increases versus a cost shift.

A growing county budget does not mean County government is choosing to grow or do more. In this case, a significant portion of our increases reflects Ramsey County being required to py more simply to fulfill the responsibilities that we already have and are legally required to do. These costs absorbed by the county Fairfax services and they follow local taxpayers. Another driver of our 2027 budget is the adult detention center ad our responsibility to operate a facility that is safe, secure and compliant. This is a core county responsibility of county government. We have an obligation to ensure that we have a safe environment for all the input individuals who are in our care and custody and for employees who work in the facility and for the broader community and independents staffing sudy identified the need for additional correctional officers to safely operate our adult detention center and to meet the Minnesota Department Corrections requirements. The staffing model calls for an additional 32 FT east, including 8 unfunded positions.

The staffing changes are not expansion of services. They are a strategic investment in the workforce capacity necessary to safely and efficiently operate the adult detention center while reducing our reliance on costly recurring over time. After the board action committing contingency funds to hire these positions. The sheriff's office has notified me that he has closed one of the resident pods within the ATC and thereby reducing staffing needs. This reduction comes as a result of the county's investment in Project Bridge housing as many as 60 individuals from the ATC over to the Ramsey County Correctional Facility. The adult Detention center investments represent 0. 75 percentage increase on a 2027 property tax Levy? Now, let's take a few minutes to focus on the numbers. The proposed 2027 budget is set at 965.0. 7 million dollars. It is 4.5% increase over 2026. The proposed property tax Levy is 464 million dollars and increase of 35 million dollars or 8.2 5%.

Our county program 8 has declined slightly at 62.2 million, the regional rail authority is 36 million dollars and will be held at a 0% increase consistent with 2026. The proposed maximum Levy for housing redevelopment Authority will be 14.1 million reduced lightly in compliance with formulas dictated by state law. The proposed budget supports approximately 4,400. And 75 Ft east across the Ramsey County organization. Let's spend a moment on where the DA County dollar comes from the proposed 2027 budget totaling the 1965 million support are supported by a mix of local, state and federal revenues. Property taxes are the largest single source of revenue at 455 Million. 4.47% of our total revenue. The other half of the county's budget comes from other sources, including intergovernmental revenues, which are primarily state in federal funding charges for services with provide another 18%. The remaining revenue comes from use of money, property and sales tax and also other revenue and taxes.

As you can see from the chart. I just want to point out that nearly half of the county's revenue comes from property taxes when state in federal funding declines in costs or shifts shifted to counties. Those costs do not disappear. They increase only following our local taxpayers regardless of their income or even their ability to pay. I'd like to now share about where the county dollar goes. The proposed overall budget of the 965.0. 7 million supports services residents rely on every day with the majority dedicated to direct services. Our Hugh Health and Human Services is our largest investment. 40%, which is 383 Million. That is supporting our critical health, human services and safety net programs. Public safety represents 281 million, which is another almost 3%. That includes emergency communications community corrections. The county attorneys office, the Rains County sheriff and other public safety responsibilities together, health and human services and public safety account for nearly 70% of the county's entire budget.

The remaining bdget supports county operations. Public works libraries, parks and economic development. The numbers reinforce an important point that I want to call out the vast majority of Con County spending is concentrated in court services and responsibilities that directly support the health safety and well-being of our community. These services are not optional. They are responsibilities of counties that require that federal and state law require us to provide. As I have shared the county and ministers, the services that we do not have full control over how they are structured. Wo is eligible the standards? We must meet what they ultimately must pass to deliver that limits our flexibility when funding declines in costs, increase, we remain responsible for delivering the service even when resources provided by the state and federal government do not keep pace with the cost of meeting those responsibilities. In looking at the Minneapolis and Saint Paul region. Ramsey County has consistently kept Lovie growth comparatively low within our 7 county metro.

Over the past 10 years, Ramsey counties, Levy increase an average of 4.2% annually. The second lowest rate amongst our on Metro County peers behind only Dakota County at 3.6%. This pattern continues over the most recent five-year period as well. Ramsey County average 5.2 annual annual Lvy growth. Again, the second in the lowest in the metro behind Dakota County. A 5%. That means that Ramsey County has maintained the second lowest average levy growth in the region over both the 10 5 year periods shown here. This provides some important context for 2027 that I want to state. I also is reflected in our 2026 Levy as well. The proposed 8.2 5 levy increase is above our historical average, reflecting the unusual scale of the cost pressure sifts that we are experiencing. Or long-term record demonstrates sustained fiscal discipline. Ramsey County has has consistently held levy growth below most of our metro peers. Let's look at what I'm proposing this morning for property tax levy increase. I'm recommending that for 2027, a property tax levy increase of 8.2 5%. This is higher than the 7.5%

Increase. That was originally adopted as part of the 2027 biennial budget. Revising the Levy in the second year of a biennial budget. I will say is a significant departure from Ramsey County's historical practice. The county has done so only one other time before in 2021. in response to the pandemic. This decision reflects the unprecedented fiscal pressures that have emerged snce the biennial budget was adopted last year. And our need to respond to the circumstances that could not have been fully anticipated at that time. It is important to understand what is driving the 8.0. 2, 5, increase our base budget reflected the ongoing costs of delivering services, including including rising costs of state mandated services. Planned salary and health care increases and investments such as appropriate response. On top of those pressures are the significant new costs that I have described to Federal HR. One accounts for 1.0, 3, 5 percentage points of the proposed levy increase with another 0.7 5 associated.

With our adult detention center investments. You'll see that this shows a 9.6% levy increase that I have not addressed yet. That actually reflects the full cost pressures identified that we need in 2027. However, a 9.6% levy increase is not acceptable or sustainable option for taxpayers last year when I recommended a 9.7% increase. This board was clear that was too high. We cannot exceed of 8.2 5 levy increase per my recommendation. I believe that must be treated as a firm ceiling as we finalize the 2027 budget. Reaching that target will require us to make some difficult choices. Prioritize our most essential responsibilities, identify fission seas and determine where spending can be reduced and deferred, which must be too. The needs facing the county are real, but we also have an obligation to recognize the financial pressures facing our residents and businesses and adopt a budget that balances those realities. My recommendation reflects a balance between those 2 very real cost pressures facing the county, our responsibility to provide essential mandated services and the impact that additional property taxes have on our residents and businesses.

We cannot and should solve every budget pressure by turning to the property tax levy. Tis means that our work does not end when the levee is set at 8.2, 5. Before we ask taxpayers for more, we have an obligation as an organization to demonstrate that we are doing everything reasonably can within our own organization. Throughout 2027. I am committed to working with our departments to actively manage costs within the resources available to us. We will protect services and capacity of the most critical needs related to health safety and well-being of our residents. While also asking every part. And I mean, every part of our organization to look carefully and where we will spend less. We will work differently and where we will use existing resources more effectively. This is not about across the board cuts. We will be targeted, thoughtful about where we reduce based on the operational needs and the impact it will have a residence.

These are some of the things that we will be working on. We will be limiting hiring and strategically managing vacancies, including cross training and Reid to end deploying staffer capacity is needed the most. We need more nimbleness across our our staffing. We will reduce unnecessary and a special discretionary spending, including a greater scrutiny of outside consultant use another. Thanks. We will begin implementing appropriate nn resident fees. So people who use county services that do not contribute to the county property tax base, pay a more appropriate share of those costs. This will start with our golf ease in 2027. We will reduce technology costs to stronger forecasting, coordinated prchasing and greater purchasing and use our greater purchasing power. We will leverage workday are new enterprise resource planning system to integrate financial and workforce information so that our leaders better data to manage resources and to meet the saving requirements that will be needing. And we will manage ongoing personnel costs, including me coming to the board to ask for additional tools it within our benefits policy, including things such as furloughs when appropriate.

None of these actions alone solve the challenge together, they demonstrate a discipline that will be required to hold the levee below the level that would otherwise be needed. To protect ability to deliver services. Wahler media focuses on managing the 2027 budget. We also need to be extremely clear eyed about what is ahead. The fiscal pressures we are experiencing are not temporary. Rather. They are mounting and many will grow significantly in 2028 and beyond. The impacts of federal HR. One will continue to increase reduced federal funding for SNAP Administration is currently estimated a an additional 4.2, 5 to 3 million in 4 in county costs in 2028. Even more significantly. The snap benefits cost share is estimated to be another 9.2 million in 2028. Another significant looming pressure that I want to address with you today are the costs associated with the long-term support services funding changes. During the 2025 legislative session, the state included statewide savings of nearly 178 million dollars and establish a long-term support services and supports advisory council to work towards bending the cost curve for long-term Medicaid waiver programs in Minnesota and to make them more financially sustainable.

Many partners, including counties, tribes providers, advocates, people with lived experience and the state have come to together to explore options and work on a report that will be due to the legislature in December of 2027. If the advisory council is not successful in meeting the goal savings amount or if the legislature does not pass proposed, the proposed changes or adjust the current language, the savings will be achieved through a new county. Caution for the long-term services and supports and provide great decreases as well. This essentially shift costs for services once again to county taxpayers throughout the state. Ptential changes to funding for long-term support services create could create an additional 5.8 million dollars. The pressure in 2028. And that number would continue to grow in future years. Taken together. HR one impacts state budget pressures cautious, create an equivalent of what we anticipate will be another 4 to 5% conservatively in property tax pressures. Lee heading into 2028.

And that is before we consider other county needs. As we look to the 28 29 biennium. We also have other significant pressures on the horizon and you've received board workshops and some of these are ready. They are associated with the Anoka Metro Regional Treatment Center as well as our Lake Owasso residents. The Anoka Metro Regional Treatment Center highlights a broader structural challenge. Counties cannot face significant financial responsibilities for outcomes. They do not fully control county should not be accountable for helping residents. Trenches ishan safely into community. They should be held accountable for helping residents transition safely in community, but they should not there. The escalating costs when delays are driven by state capacity provider and workforce or shortages and a lack of appropriate placements that are outside the company's control. Like Owasso residents illustrates the challenge of providing a highly regulated 20 forced our service where the county has limited flexibility over staffing and care requirements.

At te same time, the reimbursement does not keep pace with the full cost of providing care. The result is a structural financial challenge that cannot be solved by simply reducing staff or services. Ramsey County has an obligation to protect the health and safety of our most vulnerable residents. Well, also needing to address a model where staffing shortages over time reimbursement and fix operating costs cannot create recurring general fund exposure for our county. This is why. Welcome back here. this is why the decisions we make in 2027 matter beyond a single budget year. We cannot address structural cautious with short-term solutions. We

Will need to manage 2027 response. Alderley by while also positioning the organization for what we know is coming in 2028. as fact. OK, what comes next? As we look ahead, this work does not end with the adoption of the 2027 supplemental Budget. 2027 is a critical year for shaping Ramsey County's financial future at the Legislature. We need to make Ramsey counties voice heard at the Capitol and be clear about the growing fiscal pressures. Counties are being asked to absorb. We will continue to push back on unfunded and And it's an advocate for a stronger, more sustainable state County fiscal partnership. Counties cannot continue to be responsible for implementing state priorities without the adequate resources to deliver them. For Ramsey County. That advocacy will conclude establishing a Capitol complex host program recognizing the unique responsibilities and costs means the county carries as the home of the state Capitol and surrounding state government infrastructure. Ultimately the advocacy is about protecting Ramsey County taxpayers when the station's Costa counties and does not adequately fund them.

Those costs do not disappear. They become part of local budgets. We need solutions that is appropriately align responsibilities with the with the funding of them. At the same time, we need to start planning for the 28 29 biennial budget. We know the choices ahead will be more difficult and the trade offs more significant federal changes state pressures unfunded mandate. It's our own county's ongoing needs will require us to move byond incremental adjustments. We will need to have fundamental conversations. The sport. And with our community about which services we provide, how we deliver them, where we can work differently and what we can responsibly and sustainably afford. Those conversations will not be easy, but we will enter them from a position of strength. Strengthen by years fiscal responsibility and stewardship with a clear understanding that our responsibility and your responsibility extends beyond bouncing just the next budget. Our task is to manage through this incredibly difficult time.

That is immediately in front of us while positioning Ramsey County in the best position we can for the long-term future. That means advocating for our fair share. Protecting our taxpayers continuing to transform our work, making thoughtful choices and preserving our ability to serve and to support our community. So that's going to require us to maintain a responsible budget strategy that goes beyond the year. This is a multi-year strategy. Our strategy moving forward is more about balancing a single year budget. It is about sustaining Ramsey County's fiscal health. continuing to deliver services that our residents depend There are 5 areas that guide our work. We are going to protect what matters. We will probably 2 or ties are most critical needs carefully manage hiring in vacancies. With that in mind, director limited resources toward those highest priorities. Not every need to be addressed that one. So we will need to be clear and discipline about what our highest priorities are.

We will drive up after operational excellence. We will continue as we have been to look at how we work, not simply how much we spend. That means streamlining operations, reducing duplication leveraging technology word, prove services finding better more efficient ways to serve our residents. And we will maximize partnerships, partnerships also means looking beyond Ramsey County as a single organization, the internally, but also with our partners through the joint Private property Tax Advisory Committee. We need to work more strategically among the city of Saint Paul and Saint Paul. Public schools. Each of our organizations faces significant financial pressures. But we share the same taxpayers. We need to recognize the cumulative impact of our property tax decisions on residents and businesses and strengthen coordination, transparency and should problem solving taxpayers do not experience a city tax county tax and school tax. Separately, they experienced one property tax bill while we have the responsibility to collect that tax for everybody we need to work wth all our partners for their reports.

Ponce Abul portion of that tax bill. And so we need to see that whole picture by strengthening our regional and community partnerships and pursue services and work together. So every dollar goes further. Partnership also includes our labor unions in our workforce partners, our employees are essential in delivering the services that our community depends on. Over the next year. We will need to engage with our labor partners with transparency and also with clear eyes of both the county's financial situation. We need to share an understanding of fiscal realities and a willingness to work together and have conversations that are solution oriented to ensure that we support our work force while protecting the long-term sustainability of county services. And as I've stated over and over again, we have to fight for sustainable Feel like I can't say that quite enough. We wll continue to make Ramsey counties voice heard with our state and federal partners, particularly as it comes to mandated services and we must make sure that we create sustainable models that can support our work.

And in a new thing that I haven't spoken about quite yet and I will address it now as we need to grow the tax base, fiscal sustainability is not about controlling only expenditures, though, that extremely critical. It is also about strengthening the economic Foundation that supports our community. We will continue advancing redevelopment, encouraging business growth and investment and supporting the conditions for long-term vitality for Ramsey County. These strategies will not eliminate the difficult choices we have ahead. But they give us a discipline framework for making those choices. One that allows us manage those 2 days pressures while protecting our ability to serve into the future. As we look ahead, one of the most important focus past forward is growing our tax base, a stronger, more diverse tax base is critical to our long-term fiscal health and our ability to sustain the essential services that our community depends on. This past spring, we committed to building stronger together.

A strategy focusing on 2 parts strengthening a stronger downtown Saint Paul, a more vibrant downtown Saint Paul and returning county on property to productive use. Both represent opportunities to unlock economic value. Encourage private investment and put properties back to work for our community. Importantly, this strategy does not increase the general fund property tax Levy instead, it's about strengthening the economic foundation that supports county services over the long term. As I stated approximately 47% of our budget is supported by property taxes. That means the strength of our tax base matters. Not only to the county's financial position but to individual taxpayers, the stronger and more diverse, our tax base becomes the better position. We are to sustain critical services while reducing pressure placed on individual homeowners and businesses. That is why enough then in the fiscal environment ahead, we cannot focus only on managing costs. We also have to grow our tax capacity to support services that our residents depend Economic growth is not separate from our budget strategy.

It is an essential part of it. Our focus needs to be driving, sustain momentum, knowing our next move, owning it and clearing the path and showing progress. We saw that in action a week ago over near Rice Pre comments where we had an open house, which we have another one tomorrow filled with energy and excitement. The county is going first and leading the way, putting our resources behind public infrastructure in needed to move the development forward through Rice Creek Boulevard. We are laying the groundwork, clearing the path, showing real progress can be made by moving forward with it. Our investment in the future of Rice Creek comments this spring, Michael Control company completed construction of a new headquarters at ranks. comments approximately 150,000 Square foot facility. The development's first industrial business occupies 10 acres and brings more than 200 jobs to the site. It is a tangible example of training property into productive use and we are confident it will be a catalyst for continued private investment and ongoing economic activity.

In downtown Saint Paul. There is growing momentum. The county is actively working with committed partners, including the Saint Paul Downtown Alliance to bring about robust investment into downtown. In fact, alongside other economic development partners, stakeholders, we were and stakeholders. We were pleased to join in announcing a collective impact of a billion dollars in downtown investments. As we look toward the future. We as Ramsey County are committed to managing costs, we are committed to fighting for our rent, our taxpayer voices and making difficult decisions. But we cannot cut our way to long-term fiscal strength. We have to grow a stronger tax base is one of the most important tools we have to build. We have to build a more sustainable financial future. And that is why we have tools like the housing Redevelopment Authority, our regional rail authority and all that work intersects together with our building stronger together strategy. Most. thank you for your patience.

As previously stated, the 2027 a year is a year to measure performance over the next few weeks are departments will come and present to you individually on their performance measures. Their presentations will directly connect the budget to the investments and the strategic priorities. We will take time to demonstrate how we are improving, well-being, opportunity, prosperity and accountability to our residents. Departments wll share depart resident and community impacts. And will also share some cost saving measures. They are deploying as well. The performance here will help inform our next year's budget cycle decisions.

So with that, I'm just gonna take one last minute to tell you about our timeline. I that I'm presenting to. So right now I'm presenting the budget to you. I'm starting on Thursday. You will start hearing from these budget presentations at the end of our last budget presentation which will be September 10th. We will host our first public hearing in this room. We wll provide parking boaters. We encourage people to sign up if they would like to testify at that event on September. there is a joint meeting of the Joint Property Tax and Advisory Committee where that we will review the city County and school district levies. In mid-November, residents will start to get estimated tax and values I apologize that skipped over key date here and September 22nd at your board meeting, you will set the Max Levy, which will then will drive those tax statements that will come in November. 2 residents that will be based upon those Max Levy set by all the taxing jurisdictions.

And then on December 3rd, we will host our truth in taxation meeting at 6, 30 here in this room. Again. And then on December, 15th, the county board will approve 2027 budget as well as the prop property tax and other levees. I thank you for your patience in hearing such a along presentation. I felt it was really important to tell the the whole and complete story even in a supplemental year as to all things that we are that we have before us, both in 2027 is as we look ahead and I am open answering any questions you might have. want thank you. County manager, Becker for your time. introduction. Our supplemental budget. really does help ground You know, food. 26 27 biannual budget and stand Key drivers for the proposed 27 supplemental budget is needed. So are really it's a lot to take in. a lot to do. But really do appreciate you taking the time to present.

And as you stated, we are in our second year of the 26 27 biannual budget cycle, which really doesn't supplementing the approved budget for 2027 and measuring a county performance in key areas that will help. It has strategic priorities in the community needs and by no means is this a simple easy process? You know, we're gonna really have to make some really tough decisions as we move forward. But I look forward to the opportunity to Look at through a freight Dow of each of the Priority areas within Ramsey County. So the 26 27 budget response to the heightened fiscal pressures and a rapidly evolving local state and national landscape always is going impact our decision making and how we move forward. And so the 2027 supplemental budget process demonstrates the county's continue commitment to navigating complex conditions fiscal responsibility and accountability to our community. And with 7 county commissioners here on the board, a lot to take decisions that need to me.

What I do look forward to us all working together to look at to best to this. In the best way possible, which again is not couldn't be easy to do. Because any time we're looking at reductions looking at cuts in looking how we can expand and continue delivering services. In a way that we do makes it really complex. Wth no really easy, simple decisions around is so. Really appreciate it. And, you know, of course, we really look for the public to participate in this budget process. And I just look for I know there's probably more questions that's going to come from the board members as we move forward in chess. forward each county department presenting their performance managers as we move forward, which w show have the budget investments are helping the county of its strategic priorities. But again, thank you for opening this up and presenting. You know, budget processes in really the the thoughtfulness that went into this. Can you show me why and saying? Thank you, Mister Chair and thank you, Connie manager, for great.

Introduction and sort you know, context. Making a presentation. You know, we need the contacts and we need information and you've given it to us about what we're really facing this year and just want to thank you for that. And just to let you know that, you know, we're all here to do this work commissioner and as chair of the Finance Committee. And I'm sure the legislative team and we. We are really, you know, going to be relying on our partners at the state and federal level to really help with this work. And so I know we're starting early on. Meeting with them, giving them the same presentations. To all of our partners on on what we're facing here.

And how we're going to Need their help as well to get to get through this. I know Commissioner McMurtry and I were at the AMC Strategic Planning Session last week and, you know, they've got a whole grid now of have, you know, county, county mandated services. You know, what, what's required of counties and what what are other counties going to be doing? An and everybody in that the state the country, quite frankly, are facing these pressures and and it's going to be a helpful document that we Templet that we can fit into as well to say. And I know we've already started this work and I think we were instrumental in helping am see come up with this. But just to find out what what are we required to do? What are we? What do we feel? We need to do and what are we not able to do? And that's going to be really tough decisions because we are aboard.

That really wants to do the best thing we can for our residents. And we're going to be having these tough decision. But I know we have. We'll have a lot of partners that will be relying on to help us with that. we just, you know, thank you and thank all the the many all the many departments and staff that have helped with with this work so far and they're going to continue to do this work. So thank you. Yes, I just wanted to bring us back to slide 15 or at least that's what on My packet, the Ramsey County property Tax Levy. So given the presentation and the conversations that we have had over the last year and a half. Following the full budget presentation that we went through through our panel setting. And then all of the things that have happened in the last calendar year following a chur one. When I look at this, I'm seeing that the in order for us not to grow or expand, but to maintain and to do what is required of us from our state and federal partners in the way that we are prescribed to do that.

That we see that that would be 9 points. A projected 9.6%. But because knowing that we do not want to place that burden on property tax owners that were that this budget that you're presenting holds the line at the maximum set last year at 8.2, 5. So that means there's about 1.0, 3, doing the math in my head. Quick of additional cuts are cost savings or revenue generation that our current process easier and in departments have to find. And in the next little bit, and I saw the list of potential ways of of looking at and reviewing that. I think that as much as we can in this time of. affordability, pressures of financial pressures on our community and then a sense of general concern over mistress to representation in government that the more that we can show our work. The better I think folks will understand what it is that we're doing here to be good stewards.

And so I would just say I would love to hear a little bit more about directed here. Department heads to be looking at to to get from 9.6 to 8.2 5, because that's a that's quite that's quite a chunk for you to to fiscally manage and still uphold our responsibilities. Yeah. Thank Mr. Chair Commissioner Jevan sing. So as part of managing every year's budget, you know what? We really do benefit from is doing good for casting in having like a robust partnership between full central finance and also our departments and Derby county managers. So what we do throughout the year is really do a series of really critical meetings where we're constantly seeing where things are at, right. So that through that process as we manage and we're doing that in real time in 2026. We just recently had our those forecast meetings and it is through those processes that we kind of fancy. Where do we actually need to make some adjustments?

And that's just part of the administrative work of of being good stewards. As you know, county staff. And as working closely with our CFO and our deputy county managers. So I want you to know that on kind of regular daily monthly basis. We are constantly managing our budget and trying to look for things where we can save money or we need fill gaps because, you rules and regs or even funding things, change mid-year all the time. What we're talking about here are actually some strategies that I continue will need to work with the deputy county managers and with our CFO to figure out where we can have some cost savings without over committing to our taxpayers to today. And this recommendation, if that makes sense. So to be more specific, you know, we talked a bit about doing some contract reviews on with our deputy county managers to make sure we're not buying. We could, you know, is that a county essential thing that we're doing?

Is it a nice to do in the snse of it was it was it was something we aligned with are a lot of the work that we were doing. But it is not health wellbeing. Immediate this year. can be postponed or maybe we can find a different funding source. Dan Levy, I also feel like there's oftentimes we can't have levy be the first and only funding source that we use. And so there is going to be some looking at where we can complement. And I I'll give the example of as operation allies and you all made this decision is part of the agenda last year process as we decided to operation allies. Appropriate response in the 2027 budget. We decided to take abit of that pressure off the levy and opioid money to offset that funding. So it's a little bit of that type of blended thinking about how to maximize the use of levy because so much of our grant dollars are really rigid and obviously more prescriptive, certainly through some sort of vacancy review and being cautious about are hiring in 2027.

But you are the first to know based on the presentations that you have had very high sidelines creating additional whether it was for men, choices, whether it was for adult detention center. Weather was just for RFA related to HR one.

Sometimes we have to have more employees in order to do the work. So we really need to look at kind of those that prioritization of, though the mandated versus the non man didn't think 5 fully about the hiring. so that would be another area as well. And as I also didn't address with you just very quickly, we will need some more personal cost control tools I'll be bringing some of those forward as we end the year just to ensure that we have some tools in our tool box as we go forward and 27 and also well beyond. I mean, this is not just a one year conversation. And then I mentioned up. Increased fees. We are just starting to look at what the implementation of that can be. As we look into the biennial, I think that is going to be a more robust strategy in the biennial budget. But certainly in 2027, we've directed the Parks Department to start charging the non resident fees for our golf just and ability start that process and start that work.

So. And they'll be more that does that help continue to give the board updates on some of those as yes, yes. And and I would also say just as a follow-up to that, I think community we often hear folks say, well, you know, in my house, if I need to, I can tighten the belt. And in and what I think I really want to say that I appreciate deeply the depths of level of level setting and foundational understanding of what drives our budget. to think of what our fixed costs that are dictated by outside services. And then where do we flexibility in to take accountability for the things that we do have the opportunity to be more efficient and more effective. I think as we go into our 28 29 budget to my colleague commission require the idea of we need to really be clear as much as we can because some things are complicated.

There's braided funding and we we approach certain things. But what are what are things that the county must do? What are things that we should do? What are things that we choose to do when we're able and what are the things that we seriously have to talk to community about cutting or transferring to another community partner responsibly because that's a better home for that work and in in. So just setting up the conversation to say to community you know, the next few years are going to be really tough and it's going it's going require complex and nuanced conversations. It can't it will have to around, you know, they square those circles around the edges of things because a lot of times what we hear from communities, we want all of these things better faster and more efficiently, but don't have Don't make the fiscal investments that are can raise my property taxes in those 2 things are not can crew.

It. So we're going to have to have some very nuanced conversations in this that this is the time they were entering into. Thank you for this. This foundation will continue to ask those questions as we go through the presentation. Commissioner Miller and feet. Thank county manager Becker. A lot of what I was going to say is already very tense ads are really just don't want to repeat that. But I appreciate the transparency that this presentation Brat and really in showing us where we landed after we passed the binding biannual budget. But one thing I really want us to keep in mind as we're going through individual budgets and department and presentations is that the cumulative impact that some of the decisions we make would have on the whole organization and not just one area. then also to be listening as they present But the opportunities in the workshops for smaller eficiencies. I really liked how you said that.

We're looking at the parks and charging outside fees and are there other areas we can, you know, have opportunity to increase revenues as well. That's pretty much what I want to say. It is really appreciate that. And just to really get to think big picture as well as they may not affect one areas much. But when we put it all together, it has a bigger impact. Yeah, I appreciate that. Commissioner. I think, you know, oftentimes when there's tough budgets, it can be a natural. I don't know a way of doing it is to sometimes just say across the board, do something right. And I think that, you know, our work is much strategic and nuance than that. And on taking the time to talk to are working closely with our department leaders and RW Kai managers to really think about where scalpel approach is more appropriate because, you know, you've seen some of the departments come in and just say, you know, we have some really big things we have to do with that.

The community expects that the lock specs and it's just you just look at. It was quite so blanket. You know what mean? So you so you have to go through that Hardy for work. And so we're we're committed to doing that. And that's where, you know, we could just say we're gonna hold oppositions, but I actually don't think that that is the best thing for our community. We need to be really thoughtful about which positions we hold. And as you guys have made investments recently, we actually had to add some positions because of some rally important things that we had to do both on the cost mitigation side of overtime, but also ensure or residents were waiting and, you know, in longer whaling list around our assessments, you know, so tis of these things all require more deeper conversation and some data and we're committed to doing that. So I appreciate recognizing that. It's it's it's the work is a little delicate.

You know. So thank you. Thank you, Mister Chair and thank you, commander for the presentation of the start of this budget process. I think it was really. Sobering to to get the full context of what we're dealing with now and what we're going to continue to see in the future. Ad I appreciate the the last statement of, you know, could have Easley said, all right, we're just going blanket cut 5% across every department.

But there's a lot more nuance of the work that we're doing here. And and this is what I think more effective governing looks like of really surveying all of the different options that we have to really of doing so responsibly also ensure that we're meeting the needs for the folks and our communities. I you know, really appreciate in the the message that we are not just going continue cut and cut and cut. And think that's what all the situations that we're currently in. But we also have to be building for the future and those investments that we want to make as, for instance, with building stronger together are just as important this budget. And so I appreciate highlighting that piece because I think that's going to be also important as we look to the future of if we want to really start thinking about bringing down our property taxes, the burden on so many of our residents, we are going to have to invest growing our tax base and really spring more economic growth across our communities.

And so I'm happy to see that that's a part of this conversation as well. I have one question stem from last year's budget where we, you know, past of number a couple of positions to help with the rim. The moment's time study as as a form of revenue generation for for the county. Have we seen the impacts of of those new positions and and the work towards The random moments being reflected in this budget of generating a bit more revenue than we have in the past. Yeah, I think you you know, I would say that random moments is still a pressure point for us. And recently in our forecast, you know, there were administrative pressures on trying to capture that revenue that we're continue to work through I would say the investment in that administrative service directors have really helped us to sort of think As you can see, we split up departments that touch that random moment.

Money into some different areas. And that's taken some significant recalibrating as well. so to answer your question, it is a work in progress. I think we will reap benefits as we continue to understand we're actually doing at and accounting alignment to so underneath that organization alignment, we've had while we've shifted the director's direct reports and things on it or chart, we've had we still are on weaving the accounting side of some of that. And so that will be harder to measure in such a short tme. But were, you know, I would be committed to bringing back that to you. But the what this does bring to mind that I did want to say is and I'm so proud of the team. I think this is actually one of te most significant things we did in 2026. despite Metro surge during that first part of the year. And you I know it was a big investment to invest in those administrative service directors for this board and we were able to amount budget pressures that we are now continuing to move through, like different phasing and we're going to be entering into the 28 29 budget in a way we've never been able to before because we're not looking for the qick hits.

We are like we've been delving in over the past few months. So we what we did. So folks know publicly is we went back over, I would say for budget cycle. So for him, the county that would be about 8 budgets and inside those budget documents, there is a section for department directors to call out budget pressures like kind of looking 10 year ahead was kind of the heading. And I had ked all of them to go back Israeli 10 years ago, 8 years ago. Not you know, that is today now. And so this we don't need new things that we are ready actually knew were coming and not start addressing them. Right. So we wanted to get ahead of some of that. I did send. I did provide you an update and I can we find it. If you missed it or maybe want to see it again. We did close out a few of those budget pressures that we're kind of him or emergent.

You know, it's 8, 6, years ago and then there are others that continue to be budget pressures. And now the Dcms in partnership with their administrative directors in partnership with Central Finance are tasked with, you know, are you ready to go to the next next mile marker? What are we going to do differently in the 28 29 budget because you know what? You know. So while we are managing kind of a lot of things that we have no control over, we actually have a lot of work that we need to stay, you know, very focused on on things that we actually know quite a bit about. But sometimes it doesn't come with the urgency that deal with them. And I think this moment calls us to say we are in 20 29. We can't have surprised budget pressures. We already have those coming from the state and federal government. If we have them internally, you better get them in front of the right people and we better to be trying to solve for them.

Now. And that's been the message. And so that, you know, I think random moment is one of those areas and investing in positions is one part of a larger strategy that we need to do so the other thing I wanted to add that they have the moment here in the Commissioner Gavin thing, I agree with you ad all the things that you said about reducing costs of the different ways. The one thing I do want to highlight again and again is the layering of multiple levels of government and the need to work together in partnership. And that's where you guys play important role to both on your Jeff tack roles for some of you. City commissioners. For those of you who are suburban commissioners, we should be talking to the school districts in cities in a very similar manner. I think related to Commissioner McGuire. And I mean, Commissioner Moran, your your conversations around housing, instability and homelessness like those have to be regional conversations like we are at a point where yes at AMC you are talking statewide.

Everyone has significant pressures. Now we have to forge the right alliances, alignments of when is it, you know, Saint Paul and Ramsey County should do something differently with all of those things. There are tradeoffs. I just got done saying that to someone else about partnerships, sometimes in a partnership you have to give up something. But right now we are not in a moment where we can like hold every I mean, all the staff move in. Either leadership level know my my favorite line lately is just you have to hold the work loose. You have to hold it loose. We can not be so fixated at this moment that this work belongs to me. This dollar belongs me. This fte belongs to me. It is the we have to center on the resident in the situation, the homeless situation is when is a regional situation, it doesn't belong to Ramsey County. There's not parts of it that law, you know, we have to all work together and figure out how we can work together and I think that the chip tech table, we were starting to see the number of buildings, the 3 the services that we we all do.

Our is there overlapping services. You know, and the other thing that I'm really proud of didn't get to highlight, even though I'm a very long presentation. I do want to give a shout out to. This board and to some of the leaders that were here when we did the American Rescue Plan Act. We are one of the few government entities that does not have this cliff. We use that money in a really strategic way. Some of you who are board members. I tried to put it in the Jack, but was a slide that got taken out that there was this really nice hearing. Some of you might remember when we did tat, those investment, there were 5 tiers, the most immediate tears were kind of to support the well-being of our community at this most critical time. It was things about making sure people got food and got work force and all the things. Right.

And then it slowly build up to sustaining our organization. We took some big swings. The big swings were the things that the top tat was our affordable housing work. A you recall last last week, we cross that barrier of 100 million dollars affordable housing that wasn't all arpa money. But Arpa was the thing that sort of built our muscle and it's extended that money in terms of our thinking to be a big player in that ecosystem. And that was transformative and air. I was another one transformative when you will hear from air from emergency communications when they come and talk right. But we are doubling down on operational icing it and that was the whole goal of our philosophy on of the American rescue plan. Dollars serve our community in a moment of crisis. Find some ability to take some of the money to do some transformative work and not have so many tales when it's all over and that money is sunsetting and pobably as we speak.

I believe it's guest of. But we dn't have. Dozens of positions that I'm coming to you with a problem. You know, we were really thoughtful in making sure how those resources were expended. And that is a appreciation for that leaders that preceded me. I was grateful to be a part of working on workforce money because lot of folks are still here, but certainly the board for your decision of like holding restraint. Honestly. I mean, sometimes when you get a big pot of money like that, it can feel like we should create a whole bunch of new programs that have major tales. We were really, really thoughtful. And as a result, while we have some very serious challenges and 27, we did it. Add to them with that situation. And we should be very, very pleased with that. And we've got some transformative work out of it. And we served our community during the pandemic. So I I think that's something I wanted to call out comment.

It got taken out basically just put it back up yeah, so I can take any other questions. I know have a lot more conversations. Commissioner thank you, Mr. Chair County manager back or I just want to say thank you so much for a very thorough presentation here about what we can expect in this process. And just level setting. And I also want to thank the staff and leadership behind you that really hard to do this, one of the things I looking at is just a where the dollar comes from and knowing that we made investments into positions for grants as well is for the team to think more about charges for services. I know you mentioned one of the mess starting with golf made those charges for services instead of 18% of revenue make up 20% of the revenue. Instead. And also check track and get a report back about grants as well too, because those where investments that the county made and you know, if within my time here. Because, well, I would see, you know, the commercial use of the word. It's sobering. It's and I just really appreciate fiscal both

Fiscal restraint as well as you know, just the team looking closer at the budget because I will tell to our property taxpayers are residents, not no one here ran not increasing property taxes ever. the big shift is really coming down. And we're just looking this is just a preview or glimpse of the tip of the iceberg of what it's going to really cost and wthout significant changes from the state and federal government. I we will have to socially conservative cuts in services and just only a mandatory services. So I just want say this budget is so great and we can control what we can control so much too. But I just want to let our taxpayers and our residents know that these are the challenges before us yeah, thank you, Commissioner. I mean, I think the theme, as you know, the only know thing we know for certain is that there's a lot of uncertainty ahead and, you know, I do think, as I mentioned last week and I'll just put a pin in it is that some counties may choose to levy more now in anticipation of some of these pressures that I showed on those last slides.

That's not the approach that I'm recommending to you. I think we should not build additional property tax capacity around cost that actually appropriately belong our state and federal partners. we still hve an opportunity to continue to advocate. And that's where, you know, that strong advocacy set of slides. I felt like was we can do to protect the taxpayers was so important. That's only come because of a really strong financial management and stewardship of the board today and the boards that preceded you. Ramsey County in a position to be able to. I'll be really disciplined and thoughtful about how we navigate these changes without overreactions. I just really want to say, you know, what I'm recommending to you is not an overreaction is what we need in order to do our work. I will say it's unprecedented in the sense that as ice we historically we have not gone bck on the second year, the Biennium and certainly and bring it up during the pandemic.

The board decide to bring it down. One time down to 0. This is the first time will have brought that second year up. And I certainly did not feel that it was the moment to bring it up to a point that doesn't commit this organization to managing a significant part of that as we go 28 29 and have to work that muscle even more. So thank you. Commission is saying, yeah, I have a follow-up question. Which can't you just open it up for there is if you knew that's where it was going. When we looked at the regional average annual percentage levy change across some of metro partners. I see that, you know, we were second in in keeping our levee historically to Dakota County. And and I just want to ask about that because I understand that what they're looking at this year are increases close to 20%. Absolutely. Commissioner from what I have seen in the news, they're offering their residents conversations about 3 scenarios.

One is as high as 20%. Each of the scenarios have staffing reductions as well as service changes as well. So they're going to have to figure out how they do that. They have had, you know, I think hstorically very low property tax levy increases. while at a time where, you know, one of the things that that can sometimes get you a little bit in a challenging situations, kind of like what I talked about with arpa money. You can't like hire and build programs and not have some of Those funds in your base budget as costs continue to grow right. And that is the challenge of all counties is to have to find that aility to figure out how to, you know, in some ways that's one of the reasons it was. I was very transparent with you when you major decisions recently around the ATC and around half a S as well. We asked for one time contingency money to be able to have them start those hires.

But you needed to have clear understanding that that was going impact levee because we would not want to carry those positions into permanency with any sort of onetime start money and then not have the ongoing tax levy increase is to balance it because then we would be in the situation where I'd be saying and also at the now find money for 17. You know, Fte is for F a S within our managing amount as well. That makes sense. So, yeah, thank you. Yeah. And so I say that not not. It has a sense of also, you know, we work with our colleagues in counties across the metro or so telling the Patriot League's and in Dakota County, but also just putting into context the discipline with which this budget you presented has already been my last. This is a technical question. We have a number of of budget presentations that are on the calendar. Is there a way for somebody in community to know which topics are being discussed in which of these budget presentation.

Yeah, thank you. I forgot my closing slight. So at this website there's all the information about the public hearings, how people can make public comment. You can call the clerk's office, you can submit public comment via email. You can actually sign up to be part of a public hearing and of course, constituents can always e-mail your office is directly, obviously as well. So all that information is on our budget page. Thank you. Apply. Yes. Thank you, Mister Chair. I so often and I just want to say it again and it's something that you've you've talked about in the in the big shift. When you talk about the federal government shifting to us and just to say that this is this is nothing that we did or didn't do to cause this. This huge budget crunch and situation that we find ourselves and we have been amazingly strong and disciplined storage of our taxpayer money air.

You have been amazing and county manager and finding all the ways throughout these last years that you've been county manager at finding ways that we can reduce our reliance property taxes and and really give our residents what they need without having to to go to the property tax. And you look for ways to combined services to look at ways that we can be more efficient. But this coming down from the federal government, this HR one was unnecessary, quite frankly, in my may opinion that this was something the federal government chose to do and has put, you know, all of us in and a horrible place and is required us to do these make decisions that we really don't want to make. And every every county's feeling it, we're feeling it specifically in ways that other counties aren't feeling it. And where dealing with it. But this is a result of a federal government doing things that they actually don't need to do, but they're just as in as an metro surge that was unnecessary and they're spending money that they don't need to spend and charging and they're sending it down to local governments.

And I'm just saying What is the reality that we're all facing with and just to say that that elections matter and we have it running our federal government right now is not helping any of us at all. They're just making harder for us and they're making it more burdensome. And so, you know, the other keep working with our federal partners and our state partners to get through this it's just been out, obviously very frustrating that they're making decisions that are impacting us in such a negative ways. But I just feel like I need to say that at every moment that I can.

Mission Thank you, Mister Chair and thank you, Commissioner McGuire for naming that elections have consequences. And for the amount of calls complaints that we get about property taxes. I hpe residents equally calling our federal elected. It's right. And at the federal level about the costs, chefs because care does not end simply because the federal government cuts that were pushing It just simply comes to local government that gets bored by property taxpayers. So I just want to name that and also residents should definitely be talking to all elected officials at all levels. Thank I just want to say couple comments here. First of all, I can think of week. And laying I have not talked about the budget and ramifications. She's really giving us a says of there's still a week this still variation of all the ideas she was looking add in the possibilities. So I just want to commend You should comfortable and confident she has massed The budget and the possibilities and different avenues. The other point is that, well, you know what, you know, wearing. Despite all the negative flow in good financial shape. And in comparison appears in the metro area. The issue is as the low tax lvy, but what makes sense in looking at it

Long term. We did what we needed to do. And are able to manage 8% is high and maybe we might have to go a little higher next year. But I got to tell you, the rest of the metro area's going to be flawed high and in us we got a state, of course and B disappoint moving forward. Because it's not going the impacts are going the ramifications and that just federal, they're also state. The state is not going save We're going to have to manage well, we we'll go and advocate at the legislature of the state has the economic issues also? And the reality is we're going to have to continue doing a good job. So I just want to commend letting on. For the great work she's done in terms of looking at the big picture and making sure that county continues. And it's on the path. It's been for a while now. thank you so much.

And did a fantastic job. The county connections. I don't know if you have anything that We have a budget, the work I want last Saturday, we have a mother's first program in social services services and they held a community baby shower in partnership with Saint Paul College Town. And even moms, they brought together 460 community members and 26 organizations for a dedicated day about growing families offering blankets, formula to our communities. I want to give a shout out to Tracey Jones, the mothers for supervisor and her team and also thank all the partners and people provided donations. As I mentioned in the budget address, we are really excited work be happening over at Rice Creek Commons around Rice Creek Boulevard. There in person public open house last week and there will be another one actually tomorrow. That's a virtual option. For those midday who want to learn more so you can go to our website to look for that.

But again, one of those examples of the county, you know, taking a lead role in controlling what we can control in moving projects forward. And then lastly, some, you know, people's favorite thing that, you know, that we do our environmental center and lots of great things happening over there. There is a fix that clinic this Saturday. I know that is a wonderful resource for people to rpurpose things that they have. thought maybe otherwise to discard. We have a local people who are willing to tinker with your things and it's just great community building. So I just wanted shout out the work that they're doing. They're thank you, commissioner. Outside you know, media. Just a couple of things here it We show Emmons from face action. She's the newly appointed CEO i a fix action of 3 to Saint Paul. To discuss the 10, 10 band but of our West location, which is the this west are place, Como Park Hotel, which is now permanent home of Interfaith Action in Project Home.

And they provide 24 hours and emergency shelter and support for Ramsey County Fams families experiencing homelessness. This I also connects families with meal clothing, case management, tutoring, job coaching financial education and assistance, securing permanent housing. This adaptive reuse represent that kind of coordinated practical response needed to strengthen housing, stability for families. It's also my agenda hopefully I can report back in with in the next weeks or so. Goodman to a site visit over there. also last week I joined the home this round table at Union Gospel mission, Twin Cities, which is convened by Ecolab president and CEO Christophe Pick. The gathering This is a gathering has been happening over the last 2 years. Most of the meetings have been at itself. So it's good to se them come out into the community in mean, gather at one of the sites where we're providing services or homeless individuals families. The gathering brought together leaders from the public, private, nonprofit and faith communities to discuss share solution to homelessness.

And I really was able to appreciate the focus on coordination, accountability and understanding that no seeing organization or sicknick can solve this challenge aong that it really is about bringing in collective of many together to work on is but also especially want to say thank you map who has time. invested 2 million dollars into ending homelessness. So we just gotta figure out what those dollars can this be used within? How? But I shared with. The President Christopher Abbott. Mr. Back that I remember very first meeting convening community-based organization, people from the public, private nnprofit and faith community come together. In the conversation at that time that he opened that will force the crisis that was happening in downtown with the homeless population who were very visible in downtown Saint Paul who are through sky ways sky sky ways in the problem that was happening the businesses and in downtown in his statement kind of like more on this.

What are going to do about this right? And so I just congratulate him for moving away from what are y'all going to do about this? To Dan Apartments and what can we do about this Indy Putin? Morning toys. That simple solution. Because the one thing that we do know, there are many problems from. That we have in this area around homelessness and support service and wrap around services dealing with a mental given left. said job induction. There is much to try to staff. But the one thing that we know even with many parties at the table is that we do not have enough dollars to do everything that needs to do and so have aput in an initial investment of 2 table to help solve problems will work with solutions. It Which I think this we just need to. I just need to recognize and validate that. Kudos to them for seen that. is also part of the solution Im. Really? I look forward to a place where we can look at.

500 businesses say in, you know, how can other businesses invest dollars towards a solution because government cannot do this along. And we know many of our nonprofit others to join the services need that type of support. So kudos to map The president and CEO Chris, for his work in that area. And that's it for me. It will be quick extra time. So last week I-10 our Saint built a student felt house. be it. So this is a partnership between the cities of the city of North Saint Paul and Saint Paul College. The program really give students hands-on experience in construction trades while also creating new housing, investing back into the community. Beautiful house. It's a side by side who want to move in our same PA live in my district. A check it out. Pretty great and then on Friday attended I do my one. Do we walk? It's the employee researchers group gathering that they hosted at Keller Regional Park.

It was a really great opportunity to spend time share a meal, play some games that I lost right away then learn from Bend Weaver who provided a tight handing demonstration. I just want to also give shout out to our employee resource groups there really a great way to for staff to connect across departments in different areas of the organization. Build learn from one another and really just create space where they can support each other. So I appreciate being able to be invited to attend that outside of our normal settings. And then yesterday I attended the AMC Tribal leadership meeting with tribal leaders in Fond du lac a whole city that black there yesterday. It was a great turnout from from county commissioners, even down south from county commissioners up north on it was a full agenda. We talked about the tribal state relations training and how we can bring that more into more commissioners at either.

Our conference is how we can open it up. More again. I attended the one in a few other commissioners that was hosted i June is so really how can we expand access really beneficial? Shaq was there to present because there's a nw ruling that includes tribal nations, a partner, Shaq, so they were there and we had 4 of the tribal leaders agreed to to Shaq, which was really great. And then we also talked about the new on the changes as well and how they're affecting counties and then how they are also affecting tribal nations. One part that was brought up that I thought was interesting is with that really there was no consultation with the tribes across the United States. And that's part of a rule. A lot of presidents that the federal government and state agencies have is tribal consultation. So be following that a lawn. But otherwise, I thought it was a really great median and a great time to gt out and travel.

So with that you know, Craig, just want highlight Last. We had a chance to visit Madonna homes since I wasn't able to attend there, ribbon cutting ceremony for the 7 units, town home building that that was just built. I got a chance do a little private tour with the Paul Public Housing agency. You know, this project particular is pretty awesome. The county I ws able to contribute just over 2 million dollars to the construction of facility. And that's providing units at 30 to 50%. Am I so really continuing with the strategy of and the that the focus on deeply affordable housing. So just thank you again to Saint Paul Public Housing Agency for inviting me to to take part of the store and to see the the amazing units and the upgrades that they've made. I was really great. And the last thing on how it myself and commissions on had a chance to meet yesterday with organization, which which I believe was enough for the bin and affiliate of to speak with folks who are really interested and elections and election safety.

So we had a chance answer a series of questions from on what the county has been doing to ensure that we have safe and secure elections. Not only coming off August 11th, but looking ahead to the general election. So really appreciate the time. Had a to really share with them, not only what we're doing, but even some of the more innovative steps were taken such as election office hours, which they are 2 more. I believe that are planned for September 30 and September 10. So want to cntinue encourage folks to register to get your questions answered from our elections and will continue to do our part to to ensure our elections are secure. Heading to to November. OK, thank you. I'm going to ask everybody in the Senate bill. One minute. I'm going t cut you off. really behind the time crunch. No worries are already starting with. I was able to attend the Race Creek Commons, Open house about about the addition or the construction of the spine road and was really happy to hear the ex excitement in the room and also the appreciation of some of our done hills residents really quick way to second.

So the county is paying for this and you're all just going in on this or like that. We're all in on this. And so it was nice to be able to convey to that sense of building stronger together that these are just words were, you know, we're going to see that site being prepped. We're going to start seeing the construction being done and get that get that development going. If again, if you haven't weren't able to attend, all of that gone on the website is as are any of her eter into Our engagement process is as before. I also just want to say one last thing, which is that Matfield has joined the d-one office to help me out this fall. Some of you may know Matt Hill. I think he is stamping his passport for every possible commissioner starting with Tony Carter to commission required to McMurtry and now to the district one Welcome back, Jo, his staff and his best Thank you.

Mister Chair. Just a couple of upcoming things. First of all, the state for starts on Thursday. We're so excited. Ramsey, Washington, Recycling and Energy Board is having their meeting and then we have the holler and appreciation picnic. It's after that. So that's this Thursday. And also there's a groundbreaking for a twin like Technology Center in Roseville, which is a great, a great project that we've we get 50,000 through the Environmental Response Fund and that is tomorrow from 9 to 10, 30. So good job everybody who had something to do with that and I'll save everything else come next week. Thank you. Thank Mister Chair. I would just say in for folks to follow me on Facebook. That's effective. And did. My charge. Iran county Commissioner District 6. I post there regularly on my meetings and updates and then also weekly newsletter that has published very religiously every Friday. Thank you. Following the county board meeting, we have a workshop chaired by Commissioner Moore and we'll need 5 minute break because of the technical switches here we are just?