Dan Kealey
Name: Dan Kealey
Email: [email protected]
Campaign Phone: 952-250-8573
Campaign Website: N/A
Twitter handle: @dan_kealey
Facebook Page: https://www.facebook.com/DanKealeyforCityCouncil
Candidate Bio
I have dedicated the last 20 years to serving our community on the Burnsville City Council, consistently listening to citizens and providing common-sense solutions to move our city forward. Having served as a private business executive and former independent business owner, I offer the practical business background necessary to navigate the complex budget challenges facing cities today. Inflation has significantly increased costs, and my experience is vital in managing these fiscal pressures effectively. Furthermore, I am an unwavering supporter of our police and fire departments; I believe that long-term prosperity can only be achieved in a community where safety is the top priority.
What style of leadership would you bring to this position?
My 50 years of experience in the business world, combined with two decades on the City Council, have taught me that active listening and a commitment to learning are the foundations of effective leadership. I believe in treating fellow elected officials with respect, even when we disagree. I extend that same respect to every resident, business owner, and applicant who comes before the Council. I believe that my primary role is to foster an environment of mutual respect, where solutions are developed through integrity, collaboration, and dedicated service.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
1. Public Safety: This has been my top priority since I first ran for office in 2006, as a successful city is defined by how safe it is to live and work. To minimize the tax burden, we have prioritized aggressive pursuit of state and federal grants. By successfully securing large grants for firefighter expansion and police staffing, we have saved taxpayers hundreds of thousands of dollars while ensuring we have the personnel needed to keep our city safe.
2. Lowering Property Tax Levy Pressure: I have fought every year to cut costs and find operational efficiencies to mitigate the impact of inflation on our taxpayers. I authored the plan to fund our new 40-year City Hall and Police expansion project through utility franchise fees; this approach ensured that the cost was shared by everyone, rather than relying solely on the property tax levy.
3. Expanding the Tax Base: I prioritize encouraging redevelopment through flexible zoning and financial tools within our EDA. For example, I led the effort to direct a grant program to the Burnsville Center, facilitating a public-private partnership that is bringing new life to the mall, including the new Enson Asian Food Market and food hall.
What is the biggest challenge facing Burnsville right now, and where do you see the greatest opportunity?
Public safety remains an ongoing challenge as our community evolves; we must remain diligent in our neighborhood policing approach and never let our guard down. Additionally, maintaining aging infrastructure—including parks, roads, our City Hall/Police complex, and our water treatment plant—is a significant task. Recently, I joined our city effort to help secure a $2.75 million state bond for our water treatment plant, providing direct relief to our property owners.
I see the greatest economic development opportunities in two major projects: the remediation & redevelopment of the Freeway Landfill into a destination featuring a "Top Golf" style facility, indoor/outdoor pickleball courts, and meeting space; and the continued revitalization of the Burnsville Center Village, including the new market/food hall and the redevelopment of the former Macy’s site. There is immense potential to refill these spaces with the food, entertainment, and interactive retail that consumers are seeking.
How would you characterize the business climate in Burnsville, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
As a mature, built-out city, our focus is on strategic redevelopment, which is a different process than the rapid greenfield growth seen in 3rd-tier suburbs. The city’s role is to act as a convener and facilitator, utilizing tools like TIF and grants to attract investment. We cannot simply wait for businesses to come to us; we must be proactive. To address workforce needs, we collaborate closely with the County, our Chamber of Commerce, and the School District to stay on top of employment trends and ensure we are attracting and retaining talent for local jobs.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Youth gun violence is a national, state, and metro-wide issue that has unfortunately impacted Burnsville. To address this, we have taken steps to strengthen public safety tools and human resources. We recently approved a joint powers agreement for a special task force to ensure we are proactive rather than reactive. Furthermore, we have added 15 police officers to our force over the last three years. These strategic investments are essential to lowering crime rates and ensuring our city remains safe for all residents.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Burnsville already has a significant stock of older, more affordable housing and apartment options. We have never viewed rent control as a viable or effective tool for our community. Instead, I led the effort 10 years ago to remove the city's "no-rental" build policy. This triggered a boom in market-rate, amenity-rich apartment construction, helping us retain residents who were looking to downsize, or for those looking to move into Burnsville. We have also seen the development of new workforce housing with multi-bedroom options. Demand remains very high because of our transit access and park systems; I believe we can continue to grow by relaxing zoning and working with developers to find viable paths to increase housing stock.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
We maintain a high-quality transit system; our partnership with Minnesota Valley Transit Authority consistently receives best-in-class reviews. Six years ago, I supported the expansion into Microtransit, which provided the door-to-door service that our residents demanded. Regarding road projects, we evaluate every initiative through the lens of safety—incorporating traffic-calming measures and bike lanes where they make sense. We are also working with the County to extend our system of 10-foot-wide trails to better accommodate pedestrians.
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 city levy?
We are facing unprecedented inflation across all areas of our budget, and I have fought hard every year to find efficiencies and reduce spending to minimize the impact on taxpayers. My approach to fiscal responsibility is exemplified by my work on the City Hall and Police expansion: by utilizing utility franchise fees, we spread the cost across all properties rather than placing the entire burden on the property tax levy. We must remain diligent in managing every dollar, eliminating unnecessary expenses, and finding creative ways to provide top-tier services while fighting levy pressure.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
At its core, city government is defined by the mission to keep our community clean and safe, and we are the level of government that consistently "gets the work done". We are closest to the people and most directly attuned to the daily concerns of our residents and businesses.
I believe the city is best positioned to lead in the following areas:
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?
Transparency means empowering residents to be involved in the decision-making process. I am proud to have partnered with a fellow Councilmember to launch our "Participatory Budgeting" initiative. This model allows neighborhoods to organize, work with city staff, and submit grant applications for up to $10,000 to fund neighborhood-specific projects. We have had seven neighborhoods participate so far, and the results have been remarkable; it has strengthened our sense of community and provided a transparent, grassroots way to prioritize local spending. I look forward to continuing this program for the next decade and beyond.
Email: [email protected]
Campaign Phone: 952-250-8573
Campaign Website: N/A
Twitter handle: @dan_kealey
Facebook Page: https://www.facebook.com/DanKealeyforCityCouncil
Candidate Bio
I have dedicated the last 20 years to serving our community on the Burnsville City Council, consistently listening to citizens and providing common-sense solutions to move our city forward. Having served as a private business executive and former independent business owner, I offer the practical business background necessary to navigate the complex budget challenges facing cities today. Inflation has significantly increased costs, and my experience is vital in managing these fiscal pressures effectively. Furthermore, I am an unwavering supporter of our police and fire departments; I believe that long-term prosperity can only be achieved in a community where safety is the top priority.
What style of leadership would you bring to this position?
My 50 years of experience in the business world, combined with two decades on the City Council, have taught me that active listening and a commitment to learning are the foundations of effective leadership. I believe in treating fellow elected officials with respect, even when we disagree. I extend that same respect to every resident, business owner, and applicant who comes before the Council. I believe that my primary role is to foster an environment of mutual respect, where solutions are developed through integrity, collaboration, and dedicated service.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
1. Public Safety: This has been my top priority since I first ran for office in 2006, as a successful city is defined by how safe it is to live and work. To minimize the tax burden, we have prioritized aggressive pursuit of state and federal grants. By successfully securing large grants for firefighter expansion and police staffing, we have saved taxpayers hundreds of thousands of dollars while ensuring we have the personnel needed to keep our city safe.
2. Lowering Property Tax Levy Pressure: I have fought every year to cut costs and find operational efficiencies to mitigate the impact of inflation on our taxpayers. I authored the plan to fund our new 40-year City Hall and Police expansion project through utility franchise fees; this approach ensured that the cost was shared by everyone, rather than relying solely on the property tax levy.
3. Expanding the Tax Base: I prioritize encouraging redevelopment through flexible zoning and financial tools within our EDA. For example, I led the effort to direct a grant program to the Burnsville Center, facilitating a public-private partnership that is bringing new life to the mall, including the new Enson Asian Food Market and food hall.
What is the biggest challenge facing Burnsville right now, and where do you see the greatest opportunity?
Public safety remains an ongoing challenge as our community evolves; we must remain diligent in our neighborhood policing approach and never let our guard down. Additionally, maintaining aging infrastructure—including parks, roads, our City Hall/Police complex, and our water treatment plant—is a significant task. Recently, I joined our city effort to help secure a $2.75 million state bond for our water treatment plant, providing direct relief to our property owners.
I see the greatest economic development opportunities in two major projects: the remediation & redevelopment of the Freeway Landfill into a destination featuring a "Top Golf" style facility, indoor/outdoor pickleball courts, and meeting space; and the continued revitalization of the Burnsville Center Village, including the new market/food hall and the redevelopment of the former Macy’s site. There is immense potential to refill these spaces with the food, entertainment, and interactive retail that consumers are seeking.
How would you characterize the business climate in Burnsville, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
As a mature, built-out city, our focus is on strategic redevelopment, which is a different process than the rapid greenfield growth seen in 3rd-tier suburbs. The city’s role is to act as a convener and facilitator, utilizing tools like TIF and grants to attract investment. We cannot simply wait for businesses to come to us; we must be proactive. To address workforce needs, we collaborate closely with the County, our Chamber of Commerce, and the School District to stay on top of employment trends and ensure we are attracting and retaining talent for local jobs.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Youth gun violence is a national, state, and metro-wide issue that has unfortunately impacted Burnsville. To address this, we have taken steps to strengthen public safety tools and human resources. We recently approved a joint powers agreement for a special task force to ensure we are proactive rather than reactive. Furthermore, we have added 15 police officers to our force over the last three years. These strategic investments are essential to lowering crime rates and ensuring our city remains safe for all residents.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Burnsville already has a significant stock of older, more affordable housing and apartment options. We have never viewed rent control as a viable or effective tool for our community. Instead, I led the effort 10 years ago to remove the city's "no-rental" build policy. This triggered a boom in market-rate, amenity-rich apartment construction, helping us retain residents who were looking to downsize, or for those looking to move into Burnsville. We have also seen the development of new workforce housing with multi-bedroom options. Demand remains very high because of our transit access and park systems; I believe we can continue to grow by relaxing zoning and working with developers to find viable paths to increase housing stock.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
We maintain a high-quality transit system; our partnership with Minnesota Valley Transit Authority consistently receives best-in-class reviews. Six years ago, I supported the expansion into Microtransit, which provided the door-to-door service that our residents demanded. Regarding road projects, we evaluate every initiative through the lens of safety—incorporating traffic-calming measures and bike lanes where they make sense. We are also working with the County to extend our system of 10-foot-wide trails to better accommodate pedestrians.
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 city levy?
We are facing unprecedented inflation across all areas of our budget, and I have fought hard every year to find efficiencies and reduce spending to minimize the impact on taxpayers. My approach to fiscal responsibility is exemplified by my work on the City Hall and Police expansion: by utilizing utility franchise fees, we spread the cost across all properties rather than placing the entire burden on the property tax levy. We must remain diligent in managing every dollar, eliminating unnecessary expenses, and finding creative ways to provide top-tier services while fighting levy pressure.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
At its core, city government is defined by the mission to keep our community clean and safe, and we are the level of government that consistently "gets the work done". We are closest to the people and most directly attuned to the daily concerns of our residents and businesses.
I believe the city is best positioned to lead in the following areas:
- Public Safety and Infrastructure: We are the most effective at managing police and fire services, maintaining our road networks, ensuring clean drinking water, and delivering high-quality municipal services.
- Preserving Local Control: It is vital that the state refrains from encroaching on local decision-making. The city is best equipped to handle local issues when the state focuses on providing grant support rather than dictating policy, allowing us to manage our unique needs efficiently.
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?
Transparency means empowering residents to be involved in the decision-making process. I am proud to have partnered with a fellow Councilmember to launch our "Participatory Budgeting" initiative. This model allows neighborhoods to organize, work with city staff, and submit grant applications for up to $10,000 to fund neighborhood-specific projects. We have had seven neighborhoods participate so far, and the results have been remarkable; it has strengthened our sense of community and provided a transparent, grassroots way to prioritize local spending. I look forward to continuing this program for the next decade and beyond.