## Roseville Economic Development Authority (REDA) ## Agenda Monday, July 20, 2026 ## 6:00 PM ## City Council Chambers In accordance with Minnesota Statutes §13D.02 and City policy, Council and Commission members may attend meetings remotely up to three times per calendar year. (Times listed are approximate – please note that items may be earlier or later than listed on the agenda) 6:00 p.m. 1. Roll Call ## Voting & Seating Order: Schroeder, Bauer, Groff, Strahan, and Roe 6:01 p.m. 2. Pledge of Allegiance 6:02 p.m. 3. Approve Agenda 6:03 p.m. 4. Public Comment ## 5. Business Items 6:04 p.m. a. Receive an update on the Emergency Rental Assistance Program with Neighborhood ## House 6:15 p.m. b. Receive strategic planning work group recommendations for programming of the ## City's Local Affordable Housing Aid funds 6:30 p.m. c. Discussion regarding the preliminary budget and levy collectible in 2027 ## 6. Commission Direction on Member Initiated Agenda Items ## 7. Approval of Meeting Minutes 6:45 p.m. 8. Adjourn to City Council Page 1 of 27 ## REQUEST FOR COUNCIL ACTION Date: 7/20/2026 Item No.: 5.a. ## Department Approval City Manager Approval Item Description: Receive an update on the Emergency Rental Assistance Program with ## Neighborhood House Page 1 of 3 1 2Background 3At the April 13, 2026, meeting, the Roseville Economic Development Authority (REDA) authorized the 4President and Executive Director to enter into a professional service agreement with Neighborhood 5House to administer the Emergency Rental Assistance Program. The program has the following 6guidelines: 7• Rental assistance is provided to Roseville residents earning 50% or less of the Area Median 8Income (AMI). 9• Evidence of past-due rent and any applicable late fees on documentation provided by the 10landlord. 11• Assistance available shall not exceed a maximum of two months' rent, plus fees per household 12within an 18-month period. 13• Disbursements will be on a first-come, first-served basis and paid directly to the landlord. 14• Requests for assistance must be accompanied by a demonstration of loss of income, shown by 15loss of employment, reduction in hours, W-2 from prior year, prior tax returns, reduced pay stubs 16over time and/or unemployment, or by an attestation of no income or other financial emergency, 17together with the Neighborhood House's written determination that the household has 18experienced a financial emergency. 19 20Staff recommended a budget of $5,000 a month for two years along with a 10% administration fee 21equating to $132,000. The REDA authorized $132,000 of Local Affordable Housing Aid (LAHA) for the 22program by dividing the payment in two increments of $66,000. It has been a little over two months 23since the program was implemented and Neighborhood House has provided an update on the use of the 24program (Attachment 1). 25 26During the first two months of operation, the program distributed $24,346.19 in emergency rental 27assistance (representing 41% of the first-year budget). This does not include the 10% administration 28fee. The assistance has supported eight (8) Roseville households in stabilizing their housing. 29Households received an average of $3,043.27 in assistance, ranging from $1,855.30 to 30$4,497.41. Across all households served, the average total balance needed to fully resolve the housing 31crisis was $4,179.71, approximately $1,136.43 greater than the average program payment. This 32partnership with Neighborhood House has allowed for strategic bundling of other non-City funding 33sources. The following table provides funding sources for the eight households that have been 34assisted. 35 36 37 Page 2 of 27 Page 2 of 3 ## Total Rent ## Owed ## Roseville ## Contribution % Roseville ## Contribution Other resources bundled $4,327 $2,827 65% $1,500 Community Sharing Fund (CSF) $3,458.48 $3,453,48 100% $5,162.36 $2,609 51% ## $2,553.36 Solid Ground Homework Start with Home (SGHSWH) $5,290 $3,704 70% $1,200 Participant Payment (PP), $386 ## Neighborhood House (NH) $2,914 $2,300 79% ## $614 Family Homeless Prevention and ## Assistance Program (FHPAP) ## $7,335.50 $4,497.41 61% $2,500 FHPAP, $338.09 NH $3,100 $3,100 100% $1,855.30 $1,855.30 100% 38 39Household size has varied from one to four, with an average size of 2.125 and demographic composition 40has ranged from 62.5% identifying as Black, African American, or African, 12.5% as Asian or Asian 41American and 25% as White. Neighborhood House was able to prioritize completing intake 42assessments, documentation collection, and funding coordination in an average of 14.5 days to prevent 43further legal or financial escalation of the household. All eight households had received an eviction 44summons prior to enrollment, and each household successfully avoided displacement. In addition, 45Neighborhood House assessed household barriers and provided resources and referrals for other 46programs and social services to strengthen the support of the residents to prevent future instability. 47 48At this time, staff would not recommend any revisions to the program's guidelines or assignment of 49additional budget to the program. The program guidelines have worked well and allow coupling with 50other funding resources available from Neighborhood House in order to stabilize and retain families in 51their housing. While the program has already expensed 20% of the overall budget, staff does not find 52this to be indicative of the need for additional funding at this time as the initial assistance is likely 53reflective of pent-up demand. Staff will continue to monitor the program and if there is a need for 54increased funding, staff will bring forward to the REDA for consideration. 55 56Policy Objectives 57The REDA’s role is to coordinate and administer housing, economic development and redevelopment 58efforts for the City of Roseville. The proposed emergency rental assistance program supports the City's 59economic vitality strategic priority. This program advances the City's desired impact of offering housing 60types for people at all income levels and aligns with the goal of providing housing types and programs 61that contribute to the economic success for household at all income levels. The program has supported 62this goal by the following success indicators: Roseville residents feel safe, secure, and stable in their 63housing and Roseville residents are being helped with an emergency situation that families might 64otherwise have been evicted and faced with being homeless. 65 66 ## 67Equity Impact Summary 68The program is being used to keep vulnerable households housed during times of 69emergency. Benefiting households are those with household incomes at or below 50% of the area 70median income, in alignment with state regulations for use of LAHA. A community outreach meeting was 71held in the City Council Chambers on June 25, 2026, providing details on the program, seeking 72feedback on its requirements, and asking if there are other unmet needs in the community. The 73feedback on the program was positive and attendees shared additional concerns regarding reducing 74utility costs and ensuring access to safe drinking water (namely at the City's manufactured home park). Page 3 of 27 Page 3 of 3 75 76Budget Implications 77The program is funded exclusively with Local Affordable Housing Aid (LAHA). Staff will continue to 78monitor the use of the program and if the original budgeted amount of $132,000 is exceeded, staff will 79bring forward to the REDA an amendment to the program for additional funds to be allocated from 80LAHA. The City receives new LAHA funds annually. 81 82Staff Recommendations 83Receive a report from Neighborhood House. 84 ## 85Requested Council Action 86No action is required. 87 88 Prepared by: ## Jeanne Kelsey, Housing and Economic Development Program Manager ## Attachments: ## 1. Neighborhood House Program Report 89 Page 4 of 27 1 ## Program Report: Roseville Emergency Rent Assistance July 10, 2026 ## Prepared by JoHanna Smrcina ## Director of Housing Stability Programs, Neighborhood House ## Program Implementation & Outreach ## Neighborhood House Housing Stability Team began administering the Roseville Emergency Rent Assistance program in May 2026. Building on its longstanding experience delivering emergency rental assistance, the team leveraged existing infrastructure (including online application system, client database, and established policies and procedures) to ensure an efficient and timely launch. Housing Stability Crisis Workers received comprehensive training on program eligibility, spending parameters, documentation requirements, and data tracking protocols. In addition, the team engaged with county-based prevention providers and eviction court representatives to share information about the program and coordinate on eligible cases. The team also established ongoing communication with community advocacy organizations and basic needs providers to disseminate program details, respond to questions, and encourage referrals for households who may benefit from assistance. As a result of these coordinated efforts, community partners are informed of the resource and early utilization of the program has been strong. ## Program & Financial Utilization During the first two months of operation, the program distributed $24,346.19 in emergency rental assistance (representing 41% of the first-year budget) and supported 8 Roseville households in stabilizing their housing. Households received an average of $3,043.27 in assistance, ranging from $1,855.30 to $4,497.41. Table 1 provides a detailed payment ledger. Each household completed a comprehensive intake assessment, during which workers identify all available financial resources to resolve the housing crisis as quickly as possible. In many cases, workers combined multiple funding streams, both internal and external, to ensure the full balance owed could be addressed. Internally, workers leveraged Family Homeless Prevention and Assistance Program (FHPAP) funds and a private grant to support Neighborhood House Housing Stability programs (NH). Externally, staff coordinated with Community Sharing Fund (CSF) and Solid Ground’s Homework Starts with Home program (SG HSWH). Workers also collaborated with households to Attachment 1 Page 5 of 27 2 determine when participant contributions were feasible, and these payments were documented as participant pay (PP). ## Table 1: Payment Ledger ## Date Roseville Payment 5/8/2026 $2,827.00 6/1/2026 $3,453.48 6/15/2026 $2,609.00 6/18/2026 $3,704.00 6/23/2026 $2,300.00 6/25/2026 $4,497.41 6/29/2026 $3,100.00 6/29/2026 $1,855.30 Total $24,346.19 Across all households served, the average total balance needed to fully resolve the housing crisis was $4,179.71, approximately $1,136.43 greater than the average program payment, highlighting the importance of strategic bundling across funding sources. Table 2 provides a detailed breakdown of payments and funding bundles, including sources. ## Table 2: Payment Detail, including Bundling Funding ## Total Rent ## Owed ## Roseville ## Contribution % Roseville ## Contribution ## Other Funding Contributions, bundled by Crisis Workers ## $4,327.00 $2,827.00 65% $1,500.00 CSF $3,453.48 $3,453.48 100% ## $5,162.36 $2,609.00 51% $2,553.36 SG HSWH ## $5,290.00 $3,704.00 70% $1,200 PP, $386 NH ## $2,914.00 $2,300.00 79% $614 FHPAP ## $7,335.50 $4,497.41 61% $2,500 FHPAP, $338.09 NH $3,100.00 $3,100.00 100% $1,855.30 $1,855.30 100% ## Household Income & Demographics During the first two months of program implementation, 8 households were served and successfully stabilized. All households had received an eviction summons prior to enrollment, reflecting the severity and immediacy of the housing crises addressed through the program. Attachment 1 Page 6 of 27 3 Income levels among participating households were significantly below regional norms. On average, households earned approximately 18% of the Area Median Income (AMI) for the Twin Cities. Reported annual incomes ranged from $41,925 at the highest to $0 at the lowest, demonstrating the wide spectrum of financial vulnerability among households facing eviction. Household size varied from 1 to 4 individuals, with an average size of 2.125. Three households served were single adults. The demographic composition of households served included 5 head-of-households identifying as Black, African American, or African (62.5%), 1 head-of-household identifying as Asian or Asian American (12.5%), and 2 head- of-households identifying as White (25%). These distributions highlight the disproportionate impact of housing instability on communities of color and reinforce the importance of equity-centered prevention strategies. ## Housing Stability Outcomes The program has achieved strong housing stability outcomes during its first two months of operation. All 8 households served had received an eviction summons prior to enrollment, and each household successfully avoided displacement and stabilized their housing through program intervention and coordinated funding support. A key indicator of program effectiveness is the speed at which assistance was delivered. Staff prioritized rapid response, completing intake assessments, documentation collection, and funding coordination quickly to prevent further legal or financial escalation. On average, households moved from intake to receiving a guarantee of financial assistance within a short timeframe of only 14.5 days, demonstrating the program’s capacity to intervene decisively during movements of acute housing crisis. In addition to direct financial assistance, staff assess household barriers and provide resources and referrals to other basic need services to strengthen the network of support and prevent future instability. Collectively, these efforts resulted in 100% of participating households maintaining their housing, avoiding shelter entry, and resolving the immediate financial conditions that placed them at risk of homelessness. The programs' early outcomes demonstrate both the effectiveness of rapid response, coordinated intervention, and the value of flexible financial tools in preventing eviction. ## Case Example Our team first connected with the participant during an eviction court session, where they faced a high outstanding balance and an imminent deadline to pay. Although the case was initially denied due to standard funding limits, staff conducted a case consultation and Attachment 1 Page 7 of 27 4 worked closely with a county partner to secure approval to exceed typical FHPAP spending thresholds. This allowed the case to be reopened and increase the funding available to address this high balance case. Staff confirmed the balance owed with the landlord, more than $7,000 due within 14 days, placing the participant at immediate risk of displacement. At the time, they had exhausted their savings and were awaiting approval of Social Security benefits. Because they were unable to work due to health concerns, their income was expected to stabilize once benefits were approved, but they had no current means to address the crisis. To fully resolve the balance, staff strategically bundled multiple funding sources, including the higher FHPAP limit, internal resources from a private grant, and support from this program. Staff also anticipated that a small remaining balance might persist and proactively connected the participant with a partner organization that could assist with the following month’s rent while they awaited Social Security determination. Ultimately, the team secured all necessary funding internally to resolve the eviction threat. In addition to financial assistance, staff provided a warm handoff to the partner agency and facilitated internal referrals to Neighborhood House’s food market and family center to ensure ongoing stability. Through coordinated problem-solving, flexible funding, and strong partnerships, the participant was able to avoid eviction, stabilize their housing, and access the resources needed to bridge the gap until their long-term income was established. Attachment 1 Page 8 of 27 ## REQUEST FOR COUNCIL ACTION Date: 7/20/2026 Item No.: 5.b. ## Department Approval City Manager Approval Item Description: Receive strategic planning work group recommendations for programming of ## the City's Local Affordable Housing Aid funds Page 1 of 3 1 2Background 3On February 9, 2026 the City Council received an update on the Strategic Plan, including a set of goals 4and objectives for each strategic priority. During that discussion, the Council was presented with Year 1 5(2026) focused objectives. One of those objectives was programming Local Affordable Housing Aid 6(LAHA), which would help advance goal #2 of the Economic Vitality strategic priority of providing 7housing types and programs that contribute to the economic success for household at all income 8levels. 9 10To build off the work of the Strategic Plan core teams, which were cross-department collaborations used 11to develop objectives, a similar work group was formed with staff who interact with individuals or 12households that could benefit from LAHA programming. The LAHA work group included individuals from 13the Administration, Public Works, Police and Community Development departments. The work group 14met four times, focusing on the following: 15• April 10, 2026: Background on purpose of work group and LAHA 16• April 23, 2026: Engaged in brainstorming exercise on housing challenges and needs 17• May 8, 2026: Continued brainstorming exercise and developed themes 18• June 4, 2026: Narrowed focus on themes deemed a priority, then ranked those themes 19 20The brainstorming exercise revealed a wide variety of ideas, but the group focused on the ideas that 21pertained to getting and/or keeping individuals and families housed rather than providing resources that 22related to non-essential improvements to housing, recognizing other programs already exist for 23this. The group also opted not to focus on generating new affordable housing units as the City has 24already spent considerable resources towards this over the last 5-7 years. 25 26Five main themes for programs emerged and consist of the following: 271. Fund drop-in center in Roseville for those experiencing housing instability, 282. Provide support to seniors and people with disabilities who are struggling to maintain their 29housing or modify their housing to support evolving needs, 303. Rehabilitate, renovate, replace manufactured homes, 314. Fund emergency congregate living for elderly women and/or single parent households, and 325. Down payment assistance to secure rental housing. 33 34These programs are explored in greater detail in Attachment 1. Staff recognizes some of these 35ideas/programs are more challenging and/or costly than others. However, the work group was not 36tasked with how to create the program, only on need. As such, some programs will be more practical to Page 9 of 27 Page 2 of 3 37create than others. At this time, staff requests feedback. If there is consensus surrounding any of these 38program ideas, the next step would be for staff to work on development of the program. 39 40Lastly, staff would offer that these ideas span several areas and legal interpretation will likely be 41necessary given the statutory restrictions associated with LAHA. This could take time to reconcile, 42especially given the attorney Request for Qualifications process that is currently underway. 43 44Policy Objectives 45The REDA's role is to coordinate and administer housing, economic development and redevelopment 46efforts for the City of Roseville. Decisions regarding funding for new programs should be considered for 47alignment with the City's economic vitality strategic priority. All the recommendations offered by the 48strategic planning work group would likely advance the City's desired impact of offering a wide range of 49housing types for people at all income levels and align with the goal of providing housing types and 50programs that contribute to economic success across income levels. Programs funded with LAHA 51support this goal by contributing the the following success indicators: housing meets the full life-cycle 52continuum, residents feel safe, secure and stable in their housing, and residents are not cost-burdened 53by their housing. 54 ## 55Equity Impact Summary 56LAHA is direct aid in support of affordable housing efforts. It may only be spent on "qualifying projects", 57which are defined in Minnesota Statutes 477A.35. Within the definition of qualifying projects is a 58requirement that individuals and/or households benefiting from the aid earn incomes at or below 115% 59of the area mean income for ownership and 80% of the area median income for rental. These income 60restrictions are in place to help ensure equitable access to housing. If the REDA directs staff to explore 61the creation of a new housing program funded with LAHA, staff will complete the Equity & Inclusion 62Toolkit to assist REDA members in evaluating the program to ensure it assists those it is intended to 63assist, as well as considers community voices and potential adverse outcomes and ways to mitigate 64those adverse outcomes. 65 66Budget Implications 67Use of Local Affordable Housing Aid does not impact the REDA's operating budget or levy. These funds 68are received and expensed through program fund 261 (Affordable Housing). To date, $197,000 has 69been earmarked for a land acquisition project by Habitat for Humanity for units to be built for inclusion in 70the Community Land Trust partnership and $132,000 to fund an Emergency Rental Assistance program 71administered by Neighborhood House. To date, the City has received the following LAHA amounts: ## LAHA Amount Deadline to Commit Deadline to Spend 2024 $211,313.54 12/31/2027 12/31/2028 2025 $563,752.51 12/31/2028 12/31/2029 2026 $603,570.98 12/31/2029 12/31/2030 Total $1,378,637.03 - - 72 73As a reminder, the City will receive funds every year and the amount received is based on the number of 74cost-burdened households in Roseville. 75 76Staff Recommendations 77Receive recommendations and provide feedback on whether to explore advancement of any of the 78recommendations. 79 Page 10 of 27 Page 3 of 3 ## 80Requested Council Action 81Receive recommendations and provide feedback on whether to explore advancement of any of the 82recommendations. 83 84 Prepared by: ## Janice Gundlach, Community Development Director ## Attachments: ## 1. Strategic Planning LAHA Recommendations 85 Page 11 of 27 ## STRATEGIC PLANNING LAHA RECOMMENDATIONS – IN ORDER OF PRIORITY 1)Fund drop-in center in Roseville for those experiencing housing instability a.Available daily in Roseville b.Partner with church or similar mission-driven property owner c.Establish partnerships with existing organizations (Community Resource Outreach Program model – STP downtown library) d.Pay for a dedicated case worker to operate out of the location e.Services include: i.Meal distribution ii.Laundry iii.Showers iv.Lockers to secure belongings v.Space & access to case workers vi. Wi-Fi & charging stations vii.Transportation vouchers viii.Address for mail services 2)Provide support to seniors and people with disabilities who are struggling to maintain their housing or modify their housing to support evolving needs a.Establish program w/Help at My Door b.Pay for projects and/or services aimed at maintaining homeownership and independent living i. Accessibility (in and out of the home) ii.Property “lawn and snow” care iii.Assistive technology iv.Chore service 3)Rehabilitate, renovate, replace manufactured homes a.Achieve life safety and energy efficiency in as many units as possible b.Fund unit placements/replacements 4)Fun d emergency congregate living for elderly women and/or single parent household a.Low density accessible housing type (single family, twin home, townhome) b.4-6 beds c.Beds reserved only upon Roseville staff placement d.Non-profit partnership for operation 5)Do wn payment assistance to secure rental housing a.Provide financial assistance upon move-in (1 st & last month’s rent, security deposit) b.Establish relationships with incentives with owners and develop regulations so that those in need are not refused housing for past issues if low-risk currently ## ATTACHMENT 1 Page 12 of 27 ## REQUEST FOR COUNCIL ACTION Date: 7/20/2026 Item No.: 5.c. ## Department Approval City Manager Approval Item Description: Discussion regarding the preliminary budget and levy collectible in 2027 Page 1 of 4 1 2Background 3Per the by-laws adopted by the Roseville Economic Development Authority (REDA), the REDA must 4review and recommend a preliminary budget to the City Council. 5 6To request a preliminary EDA levy, the REDA must adopt a budget for consideration by the City Council 7via Resolution. Once the initial EDA levy request is approved, the levy may be lowered but cannot be 8raised above the preliminary level. The maximum amount the REDA can levy in 2027 is $1,305,316.47. 9 10A preliminary levy of $389,347 is being proposed for 2027, an increase of 47% or $124,521 from the 11EDA’s 2026 levy. When factoring in a projected valuation increase on single family homes of 4.76% for 12taxes payable in 2027, the preliminary levy amount proposed would result in an estimated increase of 13$7.19 in the annual EDA property tax for a median valued single-family home projected to be valued at 14$400,183. These figures are estimates and the County will release final 2027 valuation figures at the 15end of August, at which point the annual EDA property tax impact may change. 16 17Staffing 18The Community Development Director is proposing no changes to the staffing structure for 192027. Economic Development staff supported by the EDA levy include a full-time Housing and 20Economic Development Program Manager and a .5 time Economic Development Coordinator (who also 21holds the title of GIS Specialist). The most significant impacts proposed for 2027 consists of inflationary 22costs related to salaries, benefits, and internal service charges and professional service costs for legal 23support. 24 25The total cost for EDA staff in 2027 is anticipated to be: $218,569 26 ## General REDA Expenditures and Personnel The REDA has operating costs associated with overhead, staff, attorney fees, recording secretary services, and continuing education/training of staff. This amount reflects total operating costs and personnel costs. $284,497 (includes the $218,569 of staff-only costs) 27 28Programming costs are provided below: 29 30Programming 31The tables below outline existing housing and economic development programs the City of Roseville’s 32Economic Development Authority currently maintains. In addition to personnel costs, accompanying 33costs of these programs are included herein. 34 35In 2027, the following programs will continue to operate but do not require, and/or staff are not 36recommending additional funds: Page 13 of 27 Page 2 of 4 Multi-Family Loan and Acquisition Funds (fund closed in 2026) Offered rehabilitation loans to existing rental property owners (whose properties have 5 or more units), including for energy improvements. This program is/was available for general redevelopment activities and has a balance of $0* (fund 724). $0 per EDA direction, these funds were transferred to Fund 723 ## Roseville Rehab Revolving Loan Program, Last Resort – Emergency Deferred ## Program, Senior Deferred Loan Program, and First Generation Down Payment ## Assistance Program This fund has a balance of $1,221,645* (fund 723). $0 ## Abatement Assistance Provides payment of abatement costs for code compliance activities. This fund has a balance of $127,284* (fund 722). $0 ## Community Land Trust Fund (formerly named Housing Replacement/Single Family ## Construction Fund) This fund has a balance of $567,996* (fund 720). $0 ## Open to Business/Small Business Assistance Ramsey County holds a contract with the Metropolitan Consortium of Community Developers, allowing existing and prospective business owners access to the Open to Business program. This program provides free business consulting services, as well as access to capital. There is no cost to the City for Open to Business. Beginning in 2020, the EDA began setting aside funds to administer a small business loan program in partnership with Open to Business. Of these budgeted funds, $70,500 was never transferred to this fund from 725. Based on the current balance of this fund, the REDA can fund at least four loans (assuming the maximum loan amount). Staff does not anticipate needing additional funding at this time, although the EDA should direct staff whether the 2023 and 2024 budgeted funds of $70,500 should be transferred to this fund to align with the EDA's previously adopted budgets. This fund has a balance of $240,650* (fund 726). $0 37*cash balances noted are as-of July 13, 2026. 38 39In 2027, the following programs are proposed to be budgeted for as follows: ## Ownership Rehabilitation Programs Provides residents with free and/or reduced cost comprehensive consultation services about the construction/renovation process to maintain, improve, and/or enhance their existing home, with a specific focus on energy efficiency. The program also recognizes homeowners that have done green construction or improvements to their homes and yards. This program budgets for at least 200 energy efficiency audits to be completed each year. This budget has been decreased by $11,000 to align with the EDA's direction that existing cash balance from the Abatement Fund (722) be used to fund the comprehensive consultation services for construction and renovation administered by CEE. $25,850 ## Marketing This budget is maintained for printing and mailing of marketing materials. This budget is also used to help fund housing/market studies as it's been the goal of the REDA to update the City-initiated Housing Needs Assessment every few years. $5,000 ## Economic Development The Economic Development budget reflects resources to aid in outreach to existing and prospective businesses. Current efforts include partnerships with the Minnesota State Chamber, St. Paul Area Chamber of Commerce, Twin $34,000 Page 14 of 27 Page 3 of 4 Cities North Chamber, and others to assist with various economic development events and/or programs and partnerships. Recruitment, acquisition assistance, and marketing efforts are being programmed through the use of economic development consulting, which includes the City’s public finance consultant (Ehlers), annual contract obligations for Golden Shovel Agency economic development marketing services, and the St. Paul Chamber for BRE&A visits. This budget has been held flat from 2026 levels. ## Southeast Roseville Initiatives The cities of Roseville, St. Paul and Maplewood hired the Saint Paul Area Chamber of Commerce in 2019 to provide professional services in support of the Rice & Larpenteur Alliance (RLA). In March of 2026, SPACC’s contract was extended an additional 12 months, with the City of Roseville (and Maplewood) continuing to set aside funds for professional services to run the RLA. The RLA’s Strategic Fundraising Framework is scheduled for updating, which accounts for municipal contributions. Staff is recommending this budget remain flat for 2027. Roseville’s costs are $40,000. $40,000 ## Total 2027 Levy Supported Program Expenses $104,850 40As of July 13, 2025, the REDA general fund cash balance is $321,527.72 (be advised this includes the 41$70,500 that was budgeted in 2023 and 2024 for small business loans but was never transferred 42out). The City's Operating Fund Reserve Policy states the EDA's General Operating Fund should 43maintain a reserve level of at least 35% of the annual budget to ensure that it has sufficient funds to 44provide for operating in-between property tax collection periods. With a proposed 2027 budget of 45$389,347, the minimum cash balance to be maintained in fund 725 is $136,271.45. Noting this, fund 46725 can likely afford the transfer of the $70,500 intended for small business loans and/or use of reserves 47for other efforts, although staff would discourage use of reserves for anything other than one-time costs. 48 49Attachment 1 includes a spreadsheet comparing budget actuals for years 2024 thru 2026, the 2026 50adopted budget, and the proposed 2027 budget as outlined herein. Attachment 2 includes a summary 51of revenues and expenses for years 2023 thru 2026 for program funds 720-724, 726 and 727. 52 ## 53Non-Property Tax Revenue 54The EDA budget does not include any non-property tax revenues. 55 ## Total EDA Proposed Budget: ## (Program Expenses + REDA Expenditures & Personnel) $389,347 (6.7% or $24,521 increase from 2026) ## Minus Non-Property Tax Revenue -$0 ## Proposed Preliminary 2027 Levy $389,347 (47% or $124,521 increase from 2026) 56 57 58Policy Objectives 59Per the by-laws adopted by the Roseville Economic Development Authority, the REDA must review and 60recommend a preliminary budget to the City Council annually. 61 ## 62Equity Impact Summary 63The budget development process should consider how proposed investments support equitable access 64to REDA programming and the City's Strategic Plan. As the REDA has explored, and continues to 65explore, the development of new programs, decisions have been informed through completion of the 66Equity and Inclusion Toolkit. The proposed 2027 budget and levy supports continuation of existing Page 15 of 27 Page 4 of 4 67programs and funding, but does not include any new program spending. 68 69Budget Implications 70See information contained in attachments 1 and 2. 71 72Staff Recommendations 73Discuss the EDA’s proposed 2027 budget and preliminary tax levy in the amount of $389,347. 74 ## 75Requested Council Action 76Advise staff of any requested changes to the 2027 budget and preliminary tax levy. 77 78If appropriate, make a motion to adopt a Resolution requesting a Preliminary Tax Levy in 2026, 79collectible in 2027, in the amount of $389,347. The Resolution is provided as Attachment 3. 80 81 Prepared by: ## Janice Gundlach, Community Development Director ## Attachments: 1. Budget Comparison (fund 725) ## 2. EDA Program Funds 3. Resolution 82 Page 16 of 27 ## City of Roseville Economic Development Authority 2027 Proposed _Budget_Fund 725_as July 13, 2026 ## Account 20242025202620262027 ## NumberDescriptionAdoptedProposed 725 ## ActualsActualsBudgetActualsBudget (as of 7-13-2026) ## Proposed Revenues: ## Investment Income $11,539.95$13,183.37$720.31 ## Cashflow Reserve$100,000.00 ## Southeast Roseville (St. Paul & Maplewood) $85,000.00 ## EDA Levy $353,790.30$351,643.00$264,826.00$389,347.00 ## Total Revenue$450,330.25$364,826.00$720.31$389,347.00 ## 73Ownership Rehab Program 430000Professional Services-CEE$31,950.00$33,175.00$25,000.00$7,325.00$25,000.00 ## 490000Green Award Program$850.00$850.00$850.00$850.00$850.00 ## Energy Efficiency Program$5,900.00$3,900.00$11,000.00$2,950.00$0.00 ## 73Ownership Rehab Program Total$38,700.00$37,925.00$36,850.00$11,125.00$25,850.00 82Marketing Studies ## 434000Printing Marketing Materials$24,093.50$33,367.25$5,000.00$5,000.00 82Total$24,093.50$33,367.25$5,000.00$0.00$5,000.00 56Economic Development 430000Golden Shovel (Including Intern as needed)$11,550.00$10,500.00$15,000.00$6,300.00$15,000.00 ## 430000Economic Development Consultant On-Call$10,000.00$10,500.00$10,500.00 434000BR&E Newsletter page, other outreach$7,803.43$7,000.00$7,000.00$3,500.00$7,000.00 ## 441000Business Educational Series$0.00$0.00 448000Salesforce & Misc.$1,490.97$1,490.97$1,500.00$1,475.00$1,500.00 ## 56Economic Development Program Total$30,844.40$18,990.97$34,000.00$11,275.00$34,000.00 ## 727Southeast Roseville Initiatives$125,000.00$40,000.00$40,000.00$40,000.00$40,000.00 726 ## Open-to-Business/Small Business Loan Program ## 00General EDA Expenditures 430000 ## City of Roseville Economic Development Sta$198,317.73$203,641.03$212,162.00$101,331.88$218,569.00 430000Prof. Svs. (Secretary)$324.06$1,457.00$1,000.00$1,018.00$1,000.00 0006Prof. Svs. (EDA Attorney)$4,533.00$7,479.79$14,500.00$11,688.00$29,000.00 ## 460001Admin Service Fee$15,000.00$15,000.00$15,000.00$7,500.00$23,931.00 441000Education (Training/Conferences)$880.00$250.00$3,000.00$280.00$3,000.00 441000Training for Board$0.00$0.00 ## Office Supplies/postage$87.10$80.28$8.59 442000Mbrship/Subscriptions$2,040.00$1,965.00$2,040.00$90.00$2,055.00 448000 ## Miscellaneous $255.26$16.24$0.00$0.00 431000 ## Telephone $182.00$203.16$200.00$104.50 432000 ## Mileage Reimbursement $146.86$74.90 $700.00$27.55$300.00 443500 ## Minor Equipment (computer) $1,224.44 443610 ## Metro Inet $558.52$366.00$374.00$186.86$6,642.00 ## Operating Reserves ## 00General EDA Expenditures Total$223,548.97$230,533.40$248,976.00$122,235.38$284,497.00 ## Subtotal Expenditures$442,186.87$360,816.62$364,826.00$185,355.69$389,347.00 ## Total Budgeted Expenses$442,186.87$364,826.00$389,347.00 ## ATTACHMENT 1 Page 17 of 27 ## Program Fund ## 720: CLT (formerly Housing Replacement)* ## Beginning Fund BalanceRevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 2023557,041.67 ## 2023 Investment Income27,609.30 ## 2023 EOY584,650.97 496,421.07 2024584,650.97 ## 2024 Investment Income29,054.63 ## 2024 Ramsey County250,000.00 Grant funds 2024 Met Council LHIA300,000.00 Grant funds 2024 Professional Services668,572.00 CLT purchases 2024 Land Purchase100,000.00 CLT purchases 2024 Transfers51,428.00 Transfer into ARPA ## 2024 EOY343,705.60 239,092.95 2025343,705.60 ## 2025 Investment Income3,662.24 ## 2025 EOY347,367.84 254,993.55 2026347,367.84 ## 2026 Investment Income17,981.91 2026 Ramsey County93,150.00 1305 Shryer DPA Passthrough ## 2026 Transfer In320,000.00 2026 Professional Services93,150.00 1305 Shryer DPA Passthrough ## 2026 YTD685,349.75 566,349.75 Note: Available Cash differs from EOY Fund Ballance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 18 of 27 ## Program Fund ## 721: Community Development Block Grant ## Beginning Fund BalanceRevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 2023889,771.52 ## 2023 Investment Income29,794.60 ## 2023 EOY919,566.12 302,656.84 2024919,566.12 ## 2024 Investment Income23,629.96 ## 2024 EOY943,196.08 313,011.66 2025943,196.08 ## 2025 Investment Income31,824.09 2025 Professional Services160,000.00 CLT expenses ## 2025 EOY815,020.17 159,557.43 2026815,020.17 ## 2026 Investment Income5,081.75 ## 2026 Professional Services80,000.00$ ## 2026 YTD740,101.92 77,330.89 A large portion of the fund balance relates to the Sienna Green 2040 Note Note: Available Cash differs from EOY FundBallance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 19 of 27 ## Program Fund ## 722: Property Abatement ## Beginning Fund BalanceRevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 2023 123,264.14 ## 2023 Investment Income8,237.30 2023 Contractor Payments9,847.69 Accelerated and Council-authorized abatements ## 2023 EOY121,653.75 130,264.55 2024121,653.75 ## 2024 Investment Income4,985.22 2024 Contractor Payments6,640.50 Accelerated and Council-authorized abatements ## 2024 EOY119,998.47 127,681.68 2025119,998.47 ## 2025 Investment Income6,481.45 2025 Contractor Payments3,615.25 Accelerated and Council-authorized abatements ## 2025 EOY122,864.67 131,402.10 2026122,864.67 ## 2026 Investment Income4,176.84 (637.50) ## 2026 YTD127,679.01 127,679.01 Note: Available Cash differs from EOY Fund Ballance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 20 of 27 ## Program Fund ## 723: Housing Loans ## Beginning Fund BalanceRevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 2023892,360.29 ## 2023 Investment Income29,881.94 2023 Interest on Loans7,495.89 2023 Transfers500,000.00 Cash from 724 ($300,000) & 725 ($200,000) ## 2023 CRF Service Fees2,070.00 ## 2023 EOY1,427,668.12 600,039.61 $866, 415 in outstanding loans* 20241,427,668.12 ## 2024 Investment Income14,984.73 2024 Interest on Loans15,258.96 ## 2024 CRF Service Fees3,647.00 2024 Postage4.83 2024 Transfers500,000.00 Cash from 724 2024 EOY1,954,259.98 708,371.62 $1,332,209 in outstanding loans* 20251,954,259.98 ## 2025 Investment Income16,260.91 ## 2025 CRF Service Fees4,936.96 2025 Interest on Loans 23,122.51 2025 EOY1,988,706.44 336,638.84 $1,735,603 in outstanding loans* 20261,988,706.44 ## 2026 Investment Income 41,091.94 2026 Interest on Loans10,512.93 ## 2026 Transfer In950,000.00 Transfer from Fund 724 ## 2026 CRF Service Fees 2,076.99 ## 2026 YTD2,988,234.32 1,325,529.97 *EDA levy funds per loan admin costs Note: Available Cash differs from EOY FundBallance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 21 of 27 ## Program Fund 724: Multi-Family ## Beginning Fund BalanceRevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 2023 1,584,712.52 ## 2023 Investment Income110,715.58 2023 Interest on Loans 2023 Transfers300,000.00 to Fund 723 ## 2023 EOY 1,395,428.10 1,487,637.62 20241,395,428.10 ## 2024 Investment Income74,750.33 2024 Transfers500,000.00 to Fund 723 ## 2024 EOY970,178.43 1,032,296.59 2025970,178.43 ## 2025 Investment Income80,428.85 ## 2025 EOY1,050,607.28 1,050,607.28 20261,050,607.28 ## Transfer Out 1,050,607.28 ## 2026 YTD - - Note: Available Cash differs from EOY FundBallance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 22 of 27 ## Program Fund ## 726: Business Loans ## Beginning Fund BalanceRevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 2023 222,578.32 EDA levy contributed $50,000* ## 2023 Investment Income15,318.24 2023 Interest on Loans485.23 ## 2023 EOY238,381.79 227,437.58 2024238,381.79 EDA levy contributed $20,500* ## 2024 Investment Income8,265.75 2024 Interest on Loans897.13 2024 EOY247,544.67 220,859.35 $25,000 outstanding loan 2025247,544.67 ## 2025 Investment Income11,191.40 2025 Interest on Loans701.48 2025 EOY259,437.55 239,133.55 $39,177 in outstanding loans 2026259,437.55 ## 2026 Investment Income7,629.67 2026 Interest on Loans244.16 ## 2026 YTD267,311.38 239,922.84 *$70,500 was never transferred to fund 726 and remains in 725. Before moving, EDA should authorize. Note: Available Cash differs from EOY FundBallance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 23 of 27 ## Program Fund 727: SE Roseville (RLA)* ## Beginning Fund Balance ## RevenuesExpendituresEOY Fund BalanceAvailabe CashNOTES 202375,964.85 ## 2023 Investment Income9,133.62 2023 Grants85,000.00 $75,000 from St. Paul, $10,000 from Maplewood ## 2023 Professional Services125,000.04 ## 2023 EOY45,098.43 59,183.54 2024 45,098.43 ## 2024 Investment Income(243.12) 2024 Grants85,000.00 $75,000 from St. Paul, $10,000 from Maplewood 2024 Transfers*80,000.00 2 years of Roseville contributions moved from Fund 725 ## 2024 Professional Services125,000.04 ## 2024 EOY 84,855.27 101,371.96 202584,855.27 ## 2025 Investment Income(1,094.83) 2025 Grants85,000.00 $75,000 from St. Paul, $10,000 from Maplewood ## 2025 Professional Services125,000.04 2025 Transfers* 60,834.00 84,855.27 Roseville contributions/corrections in and out of 725 & 727 ## 2025 EOY19,739.13 42,520.04 202619,739.13 ## 2026 Investment Income1,094.83 2026 Grants20,000.00 2026 Transfers*40,000.00 ## 2026 Professional Services 20,833.30 ## 2026 YTD60,000.66 60,000.66 *EDA levies $40,000 annually for Roseville's contribution Note: Available Cash differs from EOY FundBallance since Fund Balance also includes other items such as receivebles and market value adjustments. Ultimatley AR items will result in cash collections at a later time. ## ATTACHMENT 2 Page 24 of 27 ## ATTACHMENT 3 ## EXTRACT OF MINUTES OF MEETING OF THE ## ROSEVILLE ECONOMIC DEVELOPMENT AUTHORITY Pursuant to due call and notice thereof, a meeting of the Roseville Economic Development Authority, County of Ramsey, Minnesota, was duly called and held at the City Hall on Monday, the 20 th day of July, 2026, at 6:00 p.m. The following members were present: Schroeder, Groff, Bauer, Strahan and Roe and the following were absent: None Commissioner ______ introduced the following resolution and moved its adoption Resolution No. A Resolution Requesting A Tax Levy in 2026 Collectible in 2027 BE IT RESOLVED by the Board of Commissioners (the "Board") of the Roseville Economic Development Authority, Minnesota (the "Authority"), as follows: Section 1. Recitals. 1.01. The Authority is authorized by Minnesota Statutes Section 469.107 to request that the City of Roseville, Minnesota (the “City”) levy a tax on all taxable property within the City, subject to approval of such tax levy by the City Council of the City, for the benefit of the Authority (the “EDA Levy”). 1.02. The Authority is authorized to use the amounts collected by the EDA Levy for the purposes provided in Minnesota Statutes, Section 469.090 to 469.1081 (the “EDA Act”). ## Section 2. Findings 2.01. The Authority hereby finds that it is necessary and in the best interest of the City and the Authority to request that the City Council of the City adopt the EDA Levy to provide funds necessary to accomplish the goals of the Authority. Section 3. Adoption of EDA Levy. 3.01. The Authority hereby requests that the City levy the following amount, which is no greater than 0.01813 percent of the City’s estimated market value, to be levied upon the taxable property of the City for the purposes of the EDA Levy described in Section 1.02 above and collected with taxes payable in 2027: Amount: $389,347 Page 25 of 27 ## ATTACHMENT 3 Section 4. Report to City and Filing of Levies. 4.01. The executive director of the Authority is hereby instructed to transmit a certified copy of this Resolution to the City Council with the Authority’s request that the City include the EDA Levy in its certified levy for 2027. Adopted by the Board of the Authority this 20 th day of July, 2026. Page 26 of 27 ## ATTACHMENT 3 ## Certificate I, the undersigned, being duly appointed Executive Director of the Roseville Economic Development Authority, Minnesota, hereby certify that I have carefully compared the attached and foregoing resolution with the original thereof on file in my office and further certify that the same is a full, true, and complete copy of a resolution which was duly adopted by the Board of Commissioners of said Authority at a duly called and regularly held meeting thereof on July 20, 2026. I further certify that Commissioner ________ introduced said resolution and moved its adoption, which motion was duly seconded by Commissioner ___________, and that upon roll call vote being taken thereon, the following Commissioners voted in favor thereof: and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. Witness my hand as the Executive Director of the Authority this 20 th day of July, 2026. ## Executive Director, Patrick Trudgeon ## Roseville Economic Development Authority Page 27 of 27