Jacob Borealis
Name: Jacob Borealis
Email: [email protected]
Campaign Phone: (651) 565-9656
Campaign Website: borealisformn.org
Twitter handle:
Facebook Page:
Candidate Bio
I'm a data and analytics professional who has spent my career leading teams across healthcare, retail, marketing, and professional services — helping organizations understand not just what the numbers say, but what they mean within the larger landscape of related facts and pressures.
I became more civically active when federal law enforcement operations swept through the Twin Cities metro. I installed dashcams for community members and rapid-responders whose Constitutional rights were being violated, then brought a verification protocol policy to the Dakota County Board — which declined to adopt it. That experience showed me District 6 needs a commissioner who takes residents' concerns seriously and follows through.
Dakota County's most important work — Medical Assistance, child protection, mental health crisis services — is under real pressure from shrinking state and federal funding. Residents deserve a representative who will protect those services, spend their money wisely, and tell them honestly what this office can and cannot do.
I live in Lakeville. I'm asking for this seat because I believe in what well-run county government can accomplish for the people who depend on it most.
What style of leadership would you bring to this position?
I lead by listening first and being honest about what I don't yet know. In practice, the most important skill wasn't building models — it was understanding what people on the ground actually needed before deciding what to measure or change. I'd bring that same orientation to the commissioner's seat: genuine partnership with staff, community organizations, and the residents who rely on services.
Clarity about constraints matters. This office has real authority in some areas and limited reach in others, and I won't pretend otherwise. When I disagree with a direction, I'll say so and explain why. When outvoted, I'll work constructively within that outcome.
Data discipline is part of how I operate — analysis serves judgment, not the reverse. What it actually does is reduce the gap between good intentions and decisions that land.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My three priorities are Medical Assistance and human services delivery, child protection and family stability, and mental health crisis response infrastructure.
All three are mandated — legally required regardless of what the state or federal government does with funding. Fiscal uncertainty makes them more urgent, not less.
The county is also carrying a structural fund balance deficit — currently 8% against a State Auditor recommendation of 35–50% — which leaves no cushion. Shifting costs downstream to emergency systems when reserves are this thin isn't savings; it's deferral with interest.
I'd approach these pressures with clear data on what each program delivers, honest communication about tradeoffs, and a strong bias toward services that vulnerable residents have no alternative to.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The challenge is structural, and it needs to be named: Dakota County's unreserved fund balance sits at 8% — below the county's own policy target of 20%, and far below the State Auditor's recommended floor of 35–50%. Every service this government delivers is exposed.
This didn't happen through recklessness. Dakota has maintained the lowest tax rate among all seven Metro counties since 2005, even as its population grew roughly 20% — the fastest of the three largest in Minnesota. Per capita, residents here pay $402; Ramsey residents pay $791, Hennepin $879. Genuinely lean. But lean has limits.
The greatest opportunity: residents presented with that full picture are more prepared for an honest conversation about what sustainability requires than most elected officials assume.
How would you characterize the business climate in Dakota 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?
Dakota County has one of the stronger business environments in the metro — established commercial corridors, growing industrial and logistics capacity, and a labor pool spanning a wide range of skill levels.
Direct economic development authority sits mostly with municipalities, which control zoning and permitting. The county's supporting role is real but distinct: employment services, road infrastructure, and behavioral health systems that affect both worker availability and employer costs.
I'd concentrate partnership where genuine leverage exists — particularly workforce pipeline programs connecting residents to open positions and employers to qualified candidates. Duplicating what cities and the Chamber already do well wastes resources and muddies accountability. Coordination that respects each level's actual authority produces better results.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
The most pressing challenge I've witnessed directly is the erosion of community trust when enforcement operations occur without clear accountability. During the federal surge in the metro, I worked with community members and rapid-responders whose Constitutional rights were being violated. I brought a verification protocol policy to the County Board, which declined to adopt it.
The county's authority runs through the Sheriff's Office and, critically, through behavioral health and crisis intervention services. A significant share of law enforcement contacts involve people experiencing mental health emergencies — situations that resolve better when a trained responder is part of the team. That's where I'd direct resources.
Transparency about what enforcement is happening, under what authority, and with what oversight isn't a distraction from safety. It's part of the definition.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
The county's most effective housing instruments run through the Dakota County Community Development Agency — financing, first-time buyer assistance, and affordable rental development. Zoning belongs to municipalities; I wouldn't try to override that. But financial tools and regional relationships can fill gaps individual cities can't address alone.
My priorities: preserve existing affordable stock before it converts to market-rate, support workforce housing in areas with job growth, and help residents navigate instability before it escalates into situations demanding far more expensive intervention.
The county cannot solve a regional shortage on its own. What it can do is deploy those resources well, coordinate with cities and the Metropolitan Council, and treat housing as the human services and public safety issue it already is — rather than waiting for events to confirm it.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
The county has direct authority over roughly 1,100 lane miles of road and meaningful influence over how those corridors are designed for all users.
In District 6 and across Dakota County, there are stretches where pedestrian and cyclist infrastructure is absent or disconnected from the surrounding network. Fixing that isn't about amenity — it determines who can reach work, school, or services without a vehicle. I'd push for road projects to default to complete-streets design rather than treating multimodal access as an upgrade.
For transit, the role here is primarily coordination with Metro Transit and advocacy for service that reaches the people who depend on it. Dakota has significant gaps, particularly for shift workers and lower-density areas. I'd prioritize honest engagement with Metro Transit about where coverage is falling short and what the county can do to support demand.
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?
Context matters here. Dakota County's 2026 levy is $184 million. Hennepin's is $1.13 billion; Ramsey's is $428 million. Per capita, residents here pay $402 — less than half what Hennepin residents pay. Dakota has held the lowest tax rate among all seven Metro counties since 2005, through a period when its population grew roughly 20%.
That record of restraint is real. But it has a consequence: the unreserved fund balance sits at 8%, against a policy target of 20% and a State Auditor recommendation of 35–50%. Every department's service delivery is at risk.
Fiscal responsibility means keeping the county solvent and able to meet its obligations — not keeping the levy low. I'd make the case to residents plainly: Dakota has held taxes down for a long time. Rebuilding that reserve is now the responsible move, and here's exactly what it costs and why.
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?
Three areas where this level of government has a structural advantage over both the state and municipalities:
Human services delivery. The state sets policy; counties administer Medical Assistance, child protection, mental health services, and employment programs. Close enough to residents to understand local need, large enough to deliver at scale — neither the state nor most cities can replicate that combination.
Public health infrastructure. Disease surveillance, maternal and child health, environmental health — these require regional coordination and local relationships simultaneously. Cities are too small; the state is too distant.
Regional transportation. County roads connect municipalities to each other and to the broader system in ways no single city can manage.
What connects all three: they require both scale and proximity. That's the structural advantage, and it's where investment here pays the highest return.
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?
Real transparency means residents can follow what the county spends, why, and what it produces — without a degree in public finance.
On financial reporting: budget documents should lead with plain-language summaries of what each department does and what it achieved, not just line items. Most are technically public but practically unreadable. That's compliance, not disclosure.
On engagement: the county should be present in communities before decisions are made, not only when a public hearing is legally required — at community events, through libraries and neighborhood organizations, and in ways that make genuine use of what residents say.
I'd apply my analytical background directly: regular public reports tracking program performance against stated goals in terms anyone can evaluate. If the county claims a program is working, residents should be able to see what "working" means and how they'd know if it stopped.
Email: [email protected]
Campaign Phone: (651) 565-9656
Campaign Website: borealisformn.org
Twitter handle:
Facebook Page:
Candidate Bio
I'm a data and analytics professional who has spent my career leading teams across healthcare, retail, marketing, and professional services — helping organizations understand not just what the numbers say, but what they mean within the larger landscape of related facts and pressures.
I became more civically active when federal law enforcement operations swept through the Twin Cities metro. I installed dashcams for community members and rapid-responders whose Constitutional rights were being violated, then brought a verification protocol policy to the Dakota County Board — which declined to adopt it. That experience showed me District 6 needs a commissioner who takes residents' concerns seriously and follows through.
Dakota County's most important work — Medical Assistance, child protection, mental health crisis services — is under real pressure from shrinking state and federal funding. Residents deserve a representative who will protect those services, spend their money wisely, and tell them honestly what this office can and cannot do.
I live in Lakeville. I'm asking for this seat because I believe in what well-run county government can accomplish for the people who depend on it most.
What style of leadership would you bring to this position?
I lead by listening first and being honest about what I don't yet know. In practice, the most important skill wasn't building models — it was understanding what people on the ground actually needed before deciding what to measure or change. I'd bring that same orientation to the commissioner's seat: genuine partnership with staff, community organizations, and the residents who rely on services.
Clarity about constraints matters. This office has real authority in some areas and limited reach in others, and I won't pretend otherwise. When I disagree with a direction, I'll say so and explain why. When outvoted, I'll work constructively within that outcome.
Data discipline is part of how I operate — analysis serves judgment, not the reverse. What it actually does is reduce the gap between good intentions and decisions that land.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My three priorities are Medical Assistance and human services delivery, child protection and family stability, and mental health crisis response infrastructure.
All three are mandated — legally required regardless of what the state or federal government does with funding. Fiscal uncertainty makes them more urgent, not less.
The county is also carrying a structural fund balance deficit — currently 8% against a State Auditor recommendation of 35–50% — which leaves no cushion. Shifting costs downstream to emergency systems when reserves are this thin isn't savings; it's deferral with interest.
I'd approach these pressures with clear data on what each program delivers, honest communication about tradeoffs, and a strong bias toward services that vulnerable residents have no alternative to.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The challenge is structural, and it needs to be named: Dakota County's unreserved fund balance sits at 8% — below the county's own policy target of 20%, and far below the State Auditor's recommended floor of 35–50%. Every service this government delivers is exposed.
This didn't happen through recklessness. Dakota has maintained the lowest tax rate among all seven Metro counties since 2005, even as its population grew roughly 20% — the fastest of the three largest in Minnesota. Per capita, residents here pay $402; Ramsey residents pay $791, Hennepin $879. Genuinely lean. But lean has limits.
The greatest opportunity: residents presented with that full picture are more prepared for an honest conversation about what sustainability requires than most elected officials assume.
How would you characterize the business climate in Dakota 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?
Dakota County has one of the stronger business environments in the metro — established commercial corridors, growing industrial and logistics capacity, and a labor pool spanning a wide range of skill levels.
Direct economic development authority sits mostly with municipalities, which control zoning and permitting. The county's supporting role is real but distinct: employment services, road infrastructure, and behavioral health systems that affect both worker availability and employer costs.
I'd concentrate partnership where genuine leverage exists — particularly workforce pipeline programs connecting residents to open positions and employers to qualified candidates. Duplicating what cities and the Chamber already do well wastes resources and muddies accountability. Coordination that respects each level's actual authority produces better results.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
The most pressing challenge I've witnessed directly is the erosion of community trust when enforcement operations occur without clear accountability. During the federal surge in the metro, I worked with community members and rapid-responders whose Constitutional rights were being violated. I brought a verification protocol policy to the County Board, which declined to adopt it.
The county's authority runs through the Sheriff's Office and, critically, through behavioral health and crisis intervention services. A significant share of law enforcement contacts involve people experiencing mental health emergencies — situations that resolve better when a trained responder is part of the team. That's where I'd direct resources.
Transparency about what enforcement is happening, under what authority, and with what oversight isn't a distraction from safety. It's part of the definition.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
The county's most effective housing instruments run through the Dakota County Community Development Agency — financing, first-time buyer assistance, and affordable rental development. Zoning belongs to municipalities; I wouldn't try to override that. But financial tools and regional relationships can fill gaps individual cities can't address alone.
My priorities: preserve existing affordable stock before it converts to market-rate, support workforce housing in areas with job growth, and help residents navigate instability before it escalates into situations demanding far more expensive intervention.
The county cannot solve a regional shortage on its own. What it can do is deploy those resources well, coordinate with cities and the Metropolitan Council, and treat housing as the human services and public safety issue it already is — rather than waiting for events to confirm it.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
The county has direct authority over roughly 1,100 lane miles of road and meaningful influence over how those corridors are designed for all users.
In District 6 and across Dakota County, there are stretches where pedestrian and cyclist infrastructure is absent or disconnected from the surrounding network. Fixing that isn't about amenity — it determines who can reach work, school, or services without a vehicle. I'd push for road projects to default to complete-streets design rather than treating multimodal access as an upgrade.
For transit, the role here is primarily coordination with Metro Transit and advocacy for service that reaches the people who depend on it. Dakota has significant gaps, particularly for shift workers and lower-density areas. I'd prioritize honest engagement with Metro Transit about where coverage is falling short and what the county can do to support demand.
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?
Context matters here. Dakota County's 2026 levy is $184 million. Hennepin's is $1.13 billion; Ramsey's is $428 million. Per capita, residents here pay $402 — less than half what Hennepin residents pay. Dakota has held the lowest tax rate among all seven Metro counties since 2005, through a period when its population grew roughly 20%.
That record of restraint is real. But it has a consequence: the unreserved fund balance sits at 8%, against a policy target of 20% and a State Auditor recommendation of 35–50%. Every department's service delivery is at risk.
Fiscal responsibility means keeping the county solvent and able to meet its obligations — not keeping the levy low. I'd make the case to residents plainly: Dakota has held taxes down for a long time. Rebuilding that reserve is now the responsible move, and here's exactly what it costs and why.
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?
Three areas where this level of government has a structural advantage over both the state and municipalities:
Human services delivery. The state sets policy; counties administer Medical Assistance, child protection, mental health services, and employment programs. Close enough to residents to understand local need, large enough to deliver at scale — neither the state nor most cities can replicate that combination.
Public health infrastructure. Disease surveillance, maternal and child health, environmental health — these require regional coordination and local relationships simultaneously. Cities are too small; the state is too distant.
Regional transportation. County roads connect municipalities to each other and to the broader system in ways no single city can manage.
What connects all three: they require both scale and proximity. That's the structural advantage, and it's where investment here pays the highest return.
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?
Real transparency means residents can follow what the county spends, why, and what it produces — without a degree in public finance.
On financial reporting: budget documents should lead with plain-language summaries of what each department does and what it achieved, not just line items. Most are technically public but practically unreadable. That's compliance, not disclosure.
On engagement: the county should be present in communities before decisions are made, not only when a public hearing is legally required — at community events, through libraries and neighborhood organizations, and in ways that make genuine use of what residents say.
I'd apply my analytical background directly: regular public reports tracking program performance against stated goals in terms anyone can evaluate. If the county claims a program is working, residents should be able to see what "working" means and how they'd know if it stopped.