Brian McCoy
Name: Brian McCoy
Email: [email protected]
Campaign Phone: (651) 253-9949
Campaign Website: brian-mccoy.com
Twitter handle: @ElectBrianMcCoy
Facebook Page: Brian McCoy for Washington County Commissioner
Candidate Bio
Brian McCoy is a public servant and transportation professional with extensive experience in government operations, infrastructure planning, and community engagement. He currently serves as the Project Selection Coordinator at the Minnesota Department of Transportation (MnDOT), where he oversees data‑driven project evaluation and collaborates with cities, counties, and regional partners to ensure transparent and responsible use of public funds. Brian’s career includes leadership roles at MnDOT, ADOT, UPS, and Greyhound, giving him a strong background in budget oversight, operational management, workforce development, and long‑range planning. He has managed multimillion‑dollar programs and worked across agencies to improve safety, mobility, and access for residents. In Washington County, Brian serves on the Planning Advisory Commission and the Board of Adjustment & Appeals, applying his training in urban and regional planning to support balanced growth, housing needs, and thoughtful land‑use decisions. Brian has also been active in statewide civic‑engagement efforts through organizations such as the Vice President of MAPE Local 801, ACLU, NAACP, 100 Black men of Twin-Cities, DFL and Alpha Phi Alpha Fraternity, Inc., focusing on public education, community participation, and equitable access to government.
What style of leadership would you bring to this position?
I bring a collaborative, data‑informed, and community‑focused leadership style to this position. My approach begins with listening to residents, local partners, and subject‑matter experts to understand needs from multiple perspectives. I prioritize transparent decision‑making, clear communication, and ensuring that the public has access to information about how and why decisions are made. In my work at MnDOT and in previous leadership roles, I have led cross‑functional teams, coordinated with local governments, and managed complex operational and planning processes. These experiences have shaped a leadership style centered on problem‑solving, accountability, and long‑term planning. I also emphasize equity and accessibility, working to ensure that community members, especially those who may not typically engage with the government have opportunities to participate in discussions that affect them. My goal is to create an environment where residents feel heard, respected, and informed. Overall, I lead with a commitment to professionalism, responsiveness, and public service, focusing on practical solutions that support the well‑being of Washington County.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
1. Fiscal Responsibility & County Operations: I prioritize transparent budgeting, long‑term planning, and ensuring that core county services remain stable. With fluctuating state and federal support, counties must plan for multiple scenarios, strengthen reserves, and evaluate ongoing operational needs carefully. 2. Housing Stability & Community Growth: Housing programs often rely on a mix of local, state, and federal dollars. Funding uncertainty can slow development timelines or limit available tools for affordability. My focus is on maintaining strong local planning practices and leveraging partnerships to keep projects moving even when external funding shifts. 3. Transportation & Infrastructure Investment: Transportation and infrastructure rely heavily on state and federal sources. When those sources become less predictable, counties must prioritize safety‑critical projects, coordinate closely with regional partners, and ensure that local dollars are used efficiently to protect long‑term system needs. Across all three priorities, my approach is to plan proactively, use data to guide decisions, and maintain flexibility so the county can adapt responsibly to changing fiscal conditions.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The biggest challenge facing Washington County right now is managing growth while maintaining essential services. The county continues to experience population increases, rising service demands, and growing infrastructure needs. At the same time, uncertainty in state and federal funding creates pressure on long‑term planning, staffing, and the ability to sustain core services such as public safety, health and human services, transportation, and housing support. Balancing these needs responsibly requires careful budgeting, data‑informed decision‑making, and strong coordination across departments and jurisdictions. The greatest opportunity lies in strengthening regional collaboration and long‑range planning. Washington County is well‑positioned to work with cities, school districts, regional agencies, and community partners to address shared challenges in housing, transportation, workforce, and community infrastructure. By aligning planning efforts and leveraging partnerships, the county can improve service delivery, expand access to resources, and support sustainable, community‑driven growth. Together, these dynamics highlight the importance of proactive planning and transparent governance to ensure the county remains resilient and responsive to residents’ needs.
How would you characterize the business climate in Washington County, and what role should the county government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Washington County’s business climate is generally strong, diverse, and steadily growing, with a mix of small businesses, corporate employers, and emerging industries. The county benefits from its location in the East Metro, a highly educated workforce, and continued residential and commercial growth. At the same time, businesses face shared challenges such as workforce shortages, rising operational costs, transportation needs, and uncertainty around state and federal funding that supports infrastructure and economic‑development programs. The county government plays an important role in supporting a stable business environment by maintaining reliable core services, investing in infrastructure, and ensuring predictable regulatory processes. Strong partnerships with chambers of commerce, educational institutions, and regional agencies help align workforce development efforts with employer needs. The county can also collaborate with the business community to attract jobs and strengthen the workforce by supporting training programs, improving transportation access, and coordinating on long‑range planning that anticipates future growth. Addressing shared challenges such as housing availability, mobility, and childcare access requires ongoing communication and joint problem solving. Overall, the county’s role is to provide transparent governance and effective coordination so businesses can operate with confidence and contribute to the long‑term economic health of Washington County.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Washington County’s most pressing public safety challenges relate to rising service demands and system capacity, mental and behavioral health needs, and the reliability of critical public‑safety infrastructure. 1. Rising Service Demands & System Capacity: Population growth and increased calls for service place pressure on law enforcement, EMS, and emergency‑response systems.
Addressing this requires ongoing assessment of staffing levels, training needs, and coordination across jurisdictions to ensure consistent, reliable response. 2. Mental & Behavioral Health Needs: A significant share of public‑safety calls involve mental health, substance use, or crisis situations. Strengthening partnerships between public safety, public health, and community‑based providers can help ensure residents receive appropriate support while reducing strain on first responders. 3. Public‑Safety Infrastructure & Technology: Reliable communication systems, dispatch technology, and emergency‑response infrastructure are essential. Funding uncertainty at the state and federal levels can affect long‑term planning for upgrades and lifecycle replacements. Counties must plan proactively and collaborate regionally to maintain system reliability.
Across all areas, the county’s role is to support data‑informed planning, maintain strong interagency coordination, and ensure that public‑safety systems remain responsive to community needs.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
Washington County plays an important role in addressing housing shortages and affordability by supporting long‑range planning and land‑use coordination, administering housing programs and financial tools, and partnering with cities, developers, and community organizations. 1. Planning and Land‑Use Coordination: The county helps guide long‑term growth through its comprehensive plan, transportation planning, and coordination with cities. This includes ensuring that infrastructure, services, and land‑use policies support a range of housing options for families, seniors, and workers. 2. Housing Programs and Financial Tools: Washington County administers programs such as rental assistance, first‑time homebuyer support, and housing rehabilitation. These programs rely on a mix of local, state, and federal funding, which can be affected by budget uncertainty. Prioritizing stable administration and proactive planning helps maintain continuity for residents. 3. Partnerships to Expand Housing Supply: Addressing housing needs requires collaboration with cities, nonprofit developers, private builders, and regional partners. The county can help align resources, support project readiness, and identify opportunities to increase the supply of affordable and workforce housing. My priorities would focus on supporting balanced growth, strengthening partnerships, and ensuring programs remain accessible and stable even when external funding shifts.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Improving transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians requires a coordinated, data‑informed, and multimodal approach. Washington County plays a key role in planning, maintaining, and investing in systems that support safe and efficient travel for all residents. 1.
Modernizing Roadway Infrastructure: The county can enhance safety for drivers by prioritizing evidence‑based roadway improvements such as intersection upgrades, access management, and targeted safety treatments. Regular maintenance and lifecycle planning help ensure roads remain reliable even as funding conditions shift. 2. Strengthening Transit Access and Reliability: Transit riders benefit from coordinated planning with regional transit providers, improved first‑ and last‑mile connections, and safe, accessible stops. The county can support transit by aligning land‑use planning with transit corridors and ensuring infrastructure supports efficient operations. 3. Expanding Safe Options for Cyclists and Pedestrians: Growing demand for trails, sidewalks, and bike facilities highlights the need for complete‑streets planning and investments that reduce conflicts between modes. Filling sidewalk gaps, improving crossings, and expanding trail networks improve safety and mobility for all ages and abilities. 4. Data‑Driven Safety Planning: Using crash data, traffic studies, and community input helps the county prioritize high‑need locations and invest in solutions that deliver measurable safety benefits. Overall, the county’s role is to support multimodal connectivity, long‑range planning, and transparent coordination so residents can travel safely whether by car, bus, bike, or on foot.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the county levy?
Rising property taxes are creating real strain for many residential property owners across Washington County. When setting the county levy, my approach centers on responsible budgeting, transparent evaluation of service needs, and long‑term financial planning. 1. Careful Evaluation of Core Services: The county must ensure that essential services such as public safety, health and human services, transportation, and housing support remain stable and effective. This requires a clear understanding of what is mandated, what is most critical to residents, and where efficiencies can be strengthened. 2. Data‑Informed Budgeting & Scenario Planning: With growing uncertainty around state and federal funding, counties need to plan for multiple budget scenarios. Using data, forecasting tools, and multi‑year financial models helps identify pressures early and avoid sudden levy increases. 3. Protecting Taxpayers Through Transparency & Prioritization: Balancing the levy means prioritizing investments that deliver the greatest public value, reviewing ongoing costs carefully, and communicating openly about what drives the budget. This includes assessing staffing needs, lifecycle costs for infrastructure, and opportunities to extend the life of county assets. Overall, the goal is to maintain fiscal stability while ensuring residents continue to receive the services they rely on, even as external funding conditions shift.
What are the two or three issues where you believe county government is best positioned to lead — and why the county rather than the state or a municipality?
County government is uniquely positioned to lead in several areas where responsibilities, scale, and regional coordination extend beyond what cities can manage and differ from the statewide focus of the Legislature. Three key areas include health and human services, transportation and infrastructure planning, and housing stability and long‑range land‑use coordination. 1. Health and Human Services: Counties administer the majority of Minnesota’s health and human services programs, including child protection, mental and behavioral health services, senior services, and public health. These systems require consistent administration, case management, and local coordination that neither the state nor individual cities are structured to deliver. 2. Transportation and Infrastructure Planning: Counties manage major roadways, regional mobility corridors, and long‑range transportation planning. This work requires coordination across multiple cities and alignment with state and regional partners. Counties are best positioned to evaluate system‑wide needs, prioritize investments, and maintain infrastructure that serves residents across municipal boundaries. 3. Housing Stability and Land‑Use Coordination: While cities control zoning, counties play a central role in regional planning, infrastructure readiness, and administering housing programs. Counties can align transportation, public health, and community‑development efforts to support balanced growth and address housing needs that span multiple jurisdictions. Together, these areas highlight where counties provide regional leadership, program administration, and long‑term planning that neither the state nor individual municipalities can deliver alone.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
To me, real taxpayer transparency means that residents can easily understand how decisions are made, how dollars are spent, and what outcomes those investments produce. It requires clear information, accessible tools, and meaningful opportunities for the public to engage in the budget process.
1. Clear, Accessible Financial Reporting
Transparency begins with financial information that is easy to find and easy to understand. This includes:
2. Meaningful Public Engagement
Transparency also requires opportunities for residents to participate early and often. This includes:
3. Consistent Communication & Accountability
Transparency is strengthened when the county regularly reports on performance measures, service outcomes, and progress toward long‑term goals. This helps residents understand how their tax dollars support essential services and where improvements are needed. Overall, real transparency means clear information, open processes, and ongoing communication so residents can see how decisions are made and how public resources are managed.
Email: [email protected]
Campaign Phone: (651) 253-9949
Campaign Website: brian-mccoy.com
Twitter handle: @ElectBrianMcCoy
Facebook Page: Brian McCoy for Washington County Commissioner
Candidate Bio
Brian McCoy is a public servant and transportation professional with extensive experience in government operations, infrastructure planning, and community engagement. He currently serves as the Project Selection Coordinator at the Minnesota Department of Transportation (MnDOT), where he oversees data‑driven project evaluation and collaborates with cities, counties, and regional partners to ensure transparent and responsible use of public funds. Brian’s career includes leadership roles at MnDOT, ADOT, UPS, and Greyhound, giving him a strong background in budget oversight, operational management, workforce development, and long‑range planning. He has managed multimillion‑dollar programs and worked across agencies to improve safety, mobility, and access for residents. In Washington County, Brian serves on the Planning Advisory Commission and the Board of Adjustment & Appeals, applying his training in urban and regional planning to support balanced growth, housing needs, and thoughtful land‑use decisions. Brian has also been active in statewide civic‑engagement efforts through organizations such as the Vice President of MAPE Local 801, ACLU, NAACP, 100 Black men of Twin-Cities, DFL and Alpha Phi Alpha Fraternity, Inc., focusing on public education, community participation, and equitable access to government.
What style of leadership would you bring to this position?
I bring a collaborative, data‑informed, and community‑focused leadership style to this position. My approach begins with listening to residents, local partners, and subject‑matter experts to understand needs from multiple perspectives. I prioritize transparent decision‑making, clear communication, and ensuring that the public has access to information about how and why decisions are made. In my work at MnDOT and in previous leadership roles, I have led cross‑functional teams, coordinated with local governments, and managed complex operational and planning processes. These experiences have shaped a leadership style centered on problem‑solving, accountability, and long‑term planning. I also emphasize equity and accessibility, working to ensure that community members, especially those who may not typically engage with the government have opportunities to participate in discussions that affect them. My goal is to create an environment where residents feel heard, respected, and informed. Overall, I lead with a commitment to professionalism, responsiveness, and public service, focusing on practical solutions that support the well‑being of Washington County.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
1. Fiscal Responsibility & County Operations: I prioritize transparent budgeting, long‑term planning, and ensuring that core county services remain stable. With fluctuating state and federal support, counties must plan for multiple scenarios, strengthen reserves, and evaluate ongoing operational needs carefully. 2. Housing Stability & Community Growth: Housing programs often rely on a mix of local, state, and federal dollars. Funding uncertainty can slow development timelines or limit available tools for affordability. My focus is on maintaining strong local planning practices and leveraging partnerships to keep projects moving even when external funding shifts. 3. Transportation & Infrastructure Investment: Transportation and infrastructure rely heavily on state and federal sources. When those sources become less predictable, counties must prioritize safety‑critical projects, coordinate closely with regional partners, and ensure that local dollars are used efficiently to protect long‑term system needs. Across all three priorities, my approach is to plan proactively, use data to guide decisions, and maintain flexibility so the county can adapt responsibly to changing fiscal conditions.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The biggest challenge facing Washington County right now is managing growth while maintaining essential services. The county continues to experience population increases, rising service demands, and growing infrastructure needs. At the same time, uncertainty in state and federal funding creates pressure on long‑term planning, staffing, and the ability to sustain core services such as public safety, health and human services, transportation, and housing support. Balancing these needs responsibly requires careful budgeting, data‑informed decision‑making, and strong coordination across departments and jurisdictions. The greatest opportunity lies in strengthening regional collaboration and long‑range planning. Washington County is well‑positioned to work with cities, school districts, regional agencies, and community partners to address shared challenges in housing, transportation, workforce, and community infrastructure. By aligning planning efforts and leveraging partnerships, the county can improve service delivery, expand access to resources, and support sustainable, community‑driven growth. Together, these dynamics highlight the importance of proactive planning and transparent governance to ensure the county remains resilient and responsive to residents’ needs.
How would you characterize the business climate in Washington County, and what role should the county government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Washington County’s business climate is generally strong, diverse, and steadily growing, with a mix of small businesses, corporate employers, and emerging industries. The county benefits from its location in the East Metro, a highly educated workforce, and continued residential and commercial growth. At the same time, businesses face shared challenges such as workforce shortages, rising operational costs, transportation needs, and uncertainty around state and federal funding that supports infrastructure and economic‑development programs. The county government plays an important role in supporting a stable business environment by maintaining reliable core services, investing in infrastructure, and ensuring predictable regulatory processes. Strong partnerships with chambers of commerce, educational institutions, and regional agencies help align workforce development efforts with employer needs. The county can also collaborate with the business community to attract jobs and strengthen the workforce by supporting training programs, improving transportation access, and coordinating on long‑range planning that anticipates future growth. Addressing shared challenges such as housing availability, mobility, and childcare access requires ongoing communication and joint problem solving. Overall, the county’s role is to provide transparent governance and effective coordination so businesses can operate with confidence and contribute to the long‑term economic health of Washington County.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Washington County’s most pressing public safety challenges relate to rising service demands and system capacity, mental and behavioral health needs, and the reliability of critical public‑safety infrastructure. 1. Rising Service Demands & System Capacity: Population growth and increased calls for service place pressure on law enforcement, EMS, and emergency‑response systems.
Addressing this requires ongoing assessment of staffing levels, training needs, and coordination across jurisdictions to ensure consistent, reliable response. 2. Mental & Behavioral Health Needs: A significant share of public‑safety calls involve mental health, substance use, or crisis situations. Strengthening partnerships between public safety, public health, and community‑based providers can help ensure residents receive appropriate support while reducing strain on first responders. 3. Public‑Safety Infrastructure & Technology: Reliable communication systems, dispatch technology, and emergency‑response infrastructure are essential. Funding uncertainty at the state and federal levels can affect long‑term planning for upgrades and lifecycle replacements. Counties must plan proactively and collaborate regionally to maintain system reliability.
Across all areas, the county’s role is to support data‑informed planning, maintain strong interagency coordination, and ensure that public‑safety systems remain responsive to community needs.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
Washington County plays an important role in addressing housing shortages and affordability by supporting long‑range planning and land‑use coordination, administering housing programs and financial tools, and partnering with cities, developers, and community organizations. 1. Planning and Land‑Use Coordination: The county helps guide long‑term growth through its comprehensive plan, transportation planning, and coordination with cities. This includes ensuring that infrastructure, services, and land‑use policies support a range of housing options for families, seniors, and workers. 2. Housing Programs and Financial Tools: Washington County administers programs such as rental assistance, first‑time homebuyer support, and housing rehabilitation. These programs rely on a mix of local, state, and federal funding, which can be affected by budget uncertainty. Prioritizing stable administration and proactive planning helps maintain continuity for residents. 3. Partnerships to Expand Housing Supply: Addressing housing needs requires collaboration with cities, nonprofit developers, private builders, and regional partners. The county can help align resources, support project readiness, and identify opportunities to increase the supply of affordable and workforce housing. My priorities would focus on supporting balanced growth, strengthening partnerships, and ensuring programs remain accessible and stable even when external funding shifts.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Improving transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians requires a coordinated, data‑informed, and multimodal approach. Washington County plays a key role in planning, maintaining, and investing in systems that support safe and efficient travel for all residents. 1.
Modernizing Roadway Infrastructure: The county can enhance safety for drivers by prioritizing evidence‑based roadway improvements such as intersection upgrades, access management, and targeted safety treatments. Regular maintenance and lifecycle planning help ensure roads remain reliable even as funding conditions shift. 2. Strengthening Transit Access and Reliability: Transit riders benefit from coordinated planning with regional transit providers, improved first‑ and last‑mile connections, and safe, accessible stops. The county can support transit by aligning land‑use planning with transit corridors and ensuring infrastructure supports efficient operations. 3. Expanding Safe Options for Cyclists and Pedestrians: Growing demand for trails, sidewalks, and bike facilities highlights the need for complete‑streets planning and investments that reduce conflicts between modes. Filling sidewalk gaps, improving crossings, and expanding trail networks improve safety and mobility for all ages and abilities. 4. Data‑Driven Safety Planning: Using crash data, traffic studies, and community input helps the county prioritize high‑need locations and invest in solutions that deliver measurable safety benefits. Overall, the county’s role is to support multimodal connectivity, long‑range planning, and transparent coordination so residents can travel safely whether by car, bus, bike, or on foot.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the county levy?
Rising property taxes are creating real strain for many residential property owners across Washington County. When setting the county levy, my approach centers on responsible budgeting, transparent evaluation of service needs, and long‑term financial planning. 1. Careful Evaluation of Core Services: The county must ensure that essential services such as public safety, health and human services, transportation, and housing support remain stable and effective. This requires a clear understanding of what is mandated, what is most critical to residents, and where efficiencies can be strengthened. 2. Data‑Informed Budgeting & Scenario Planning: With growing uncertainty around state and federal funding, counties need to plan for multiple budget scenarios. Using data, forecasting tools, and multi‑year financial models helps identify pressures early and avoid sudden levy increases. 3. Protecting Taxpayers Through Transparency & Prioritization: Balancing the levy means prioritizing investments that deliver the greatest public value, reviewing ongoing costs carefully, and communicating openly about what drives the budget. This includes assessing staffing needs, lifecycle costs for infrastructure, and opportunities to extend the life of county assets. Overall, the goal is to maintain fiscal stability while ensuring residents continue to receive the services they rely on, even as external funding conditions shift.
What are the two or three issues where you believe county government is best positioned to lead — and why the county rather than the state or a municipality?
County government is uniquely positioned to lead in several areas where responsibilities, scale, and regional coordination extend beyond what cities can manage and differ from the statewide focus of the Legislature. Three key areas include health and human services, transportation and infrastructure planning, and housing stability and long‑range land‑use coordination. 1. Health and Human Services: Counties administer the majority of Minnesota’s health and human services programs, including child protection, mental and behavioral health services, senior services, and public health. These systems require consistent administration, case management, and local coordination that neither the state nor individual cities are structured to deliver. 2. Transportation and Infrastructure Planning: Counties manage major roadways, regional mobility corridors, and long‑range transportation planning. This work requires coordination across multiple cities and alignment with state and regional partners. Counties are best positioned to evaluate system‑wide needs, prioritize investments, and maintain infrastructure that serves residents across municipal boundaries. 3. Housing Stability and Land‑Use Coordination: While cities control zoning, counties play a central role in regional planning, infrastructure readiness, and administering housing programs. Counties can align transportation, public health, and community‑development efforts to support balanced growth and address housing needs that span multiple jurisdictions. Together, these areas highlight where counties provide regional leadership, program administration, and long‑term planning that neither the state nor individual municipalities can deliver alone.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
To me, real taxpayer transparency means that residents can easily understand how decisions are made, how dollars are spent, and what outcomes those investments produce. It requires clear information, accessible tools, and meaningful opportunities for the public to engage in the budget process.
1. Clear, Accessible Financial Reporting
Transparency begins with financial information that is easy to find and easy to understand. This includes:
- User‑friendly budget summaries that translate complex documents into plain language
- Interactive dashboards showing revenues, expenditures, levy impacts, and long‑term trends
- Regular updates on capital projects, including timelines, costs, and progress
- These tools help residents see not just what the county spends, but why.
2. Meaningful Public Engagement
Transparency also requires opportunities for residents to participate early and often. This includes:
- Structured listening sessions before the budget is drafted
- Accessible public hearings with clear materials available in advance
- Online engagement options for residents who cannot attend in person
3. Consistent Communication & Accountability
Transparency is strengthened when the county regularly reports on performance measures, service outcomes, and progress toward long‑term goals. This helps residents understand how their tax dollars support essential services and where improvements are needed. Overall, real transparency means clear information, open processes, and ongoing communication so residents can see how decisions are made and how public resources are managed.