Joe Atkins
Name: Joe Atkins
Email: [email protected]
Campaign Phone: (651) 247-3333
Campaign Website:
Twitter handle:
Facebook Page: Facebook.com/Commish.Joe.Atkins
Candidate Bio
I have spent much of my life serving the communities I now represent on the Dakota County Board, including Inver Grove Heights, South St. Paul and West St. Paul. Before joining the County Board, I served as mayor of Inver Grove Heights, as a state legislator and as a school board member. I have also practiced law for more than 35 years.
At Dakota County, I have focused on fiscal responsibility, public safety, infrastructure, economic development and delivering high-quality services efficiently. Dakota County has maintained AAA bond ratings, operated with among the lowest county property taxes per resident in Minnesota and the fewest employees per capita in the metro, while continuing to invest in roads, public safety, libraries, parks and essential human services.
I have worked closely with cities, businesses and community organizations on major economic development and infrastructure projects throughout District 2 and across the county. I believe good local government should be practical, responsive and focused on results. My approach is simple: listen carefully, work across differences, spend taxpayer dollars responsibly and keep looking for better ways to serve residents and businesses.
What style of leadership would you bring to this position?
I believe in accessible, collaborative and results-oriented leadership. County commissioners should listen first, ask hard questions and then be willing to make decisions.
I spend a great deal of time communicating directly with residents, businesses, city officials, employees and community organizations. I want people to understand not only what the County is doing, but why we are doing it and what it costs.
I also believe elected officials should set clear priorities and expectations rather than simply defer to staff. At the same time, Dakota County has talented employees with tremendous expertise, and good leadership means giving them clear direction and then listening to their professional advice.
I am comfortable working across political and jurisdictional lines. Most county issues are not ideological. Roads need to work, 911 calls need to be answered, businesses need an environment where they can grow, and taxpayers expect government to use their money wisely.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top three priorities are:
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The biggest immediate challenge is financial. Dakota County faces a difficult 2027 budget because state and federal funding reductions, new requirements and cost shifts are arriving at the same time as rapidly rising costs for health insurance, utilities, technology, contracted services and other essentials.
What makes this especially troubling is that we are not discussing a large tax increase to add major new services. We are discussing higher taxes while simultaneously cutting services. That should concern everyone.
Our greatest opportunity is Dakota County's strong underlying position. We have excellent communities, a skilled workforce, major transportation assets, strong schools, substantial developable land and employers making significant investments here. Companies such as Ecolab, Solventum, CHS and others are demonstrating confidence in this region.
The County can build on those strengths by maintaining sound finances, accelerating responsible development, improving transportation connections, helping employers find workers and making government permitting and partnerships as predictable and efficient as possible.
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 a strong business climate and tremendous potential for additional growth. We have excellent access to major highways, proximity to MSP Airport and the broader metropolitan economy, a highly educated workforce and communities that are attractive places to live and invest.
County government should be a partner, not an obstacle. Our most important roles include maintaining transportation infrastructure, supporting workforce development, coordinating with cities on economic development, providing predictable and efficient services and helping assemble partnerships when major projects require state, federal or regional participation.
Workforce is increasingly one of the biggest issues employers raise. That means housing, transportation, education and workforce training are all economic development issues as well.
I also believe government should recognize that private-sector investment creates jobs, expands the tax base and ultimately helps reduce the burden on residential taxpayers. When businesses are considering Dakota County, we should be responsive, coordinated and focused on helping good projects succeed while protecting taxpayers and neighboring communities.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
While Dakota County is among the top 10% safest counties of our size in the nation, our most pressing challenges include violent and repeat crime, substance abuse, mental health crises, cyber threats and the increasing complexity of emergency response.
My first priority is maintaining strong law enforcement, prosecution, corrections and 911 capabilities. Public safety is a core responsibility of government, and I am very cautious about reductions that could weaken our ability to respond when people need help.
At the same time, good public safety policy is not limited to arrests and incarceration. Dakota County has received national recognition for community corrections work aimed at reducing repeat crime. Our Crisis and Recovery Center is helping people experiencing mental health crises receive appropriate treatment rather than automatically ending up in a hospital or jail. Those approaches can improve outcomes while saving taxpayer dollars.
Cybersecurity also deserves growing attention. Recent attacks on Minnesota local governments and public infrastructure demonstrate that protecting our technology systems is now part of protecting public safety.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
Housing is both a quality-of-life issue and an economic-development issue. Employers cannot grow if workers cannot find housing they can afford near their jobs.
The County's role should complement, not replace, cities and the private market. Through the Dakota County Community Development Agency, we can help finance workforce and senior housing, preserve existing affordable housing, assist first-time homebuyers and support redevelopment where market barriers make otherwise viable projects difficult.
I would prioritize increasing housing supply across a range of price points, particularly workforce housing and senior housing. I also support partnerships that leverage private investment and outside funding rather than placing the entire burden on local property taxpayers.
We should also avoid policies that unintentionally discourage housing production. The goal should be to make it easier to build appropriate housing, increase supply and preserve choices for people at different stages of life.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Transportation is one of the clearest areas where county government has a major responsibility. Dakota County maintains approximately 1,100 lane miles of roads and 80 bridges, and those connections are essential to residents and businesses.
My priority is maintaining what we have before allowing infrastructure to deteriorate and become more expensive to repair later. We also need to address congestion and safety at high-crash intersections, improve freight movement and coordinate major road projects with cities and MnDOT.
When roads are reconstructed, I support evaluating pedestrian and bicycle safety at the same time, especially where trails can connect neighborhoods, schools, employment centers and regional greenways. Those improvements should be based on demonstrated need, sound engineering and cost-effectiveness.
Transit should likewise be evaluated based on actual demand and effectiveness. Transportation investments should solve real problems, improve safety and mobility, support economic growth and provide measurable value for taxpayers.
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?
This is one of the most difficult issues facing us.
Dakota County reduced its levy in 2021, held it flat in 2022 and increased it just 1.9% in 2023, in part to help residents through the pandemic. We also relied significantly on reserves during that period. That was appropriate at the time, but reserves cannot indefinitely support ongoing operations.
For 2027, I believe we need to examine both sides of the equation. We must scrutinize staffing, programs, capital projects and discretionary spending before asking taxpayers for more. At the same time, roughly two-thirds of County services are mandated by state or federal law, so simply eliminating those responsibilities is not legally available to us.
I also want taxpayers to understand exactly what different levy levels mean. That is why I have publicly shared the County Manager's alternatives, the corresponding spending reductions and the impact on a median-value home, and have surveyed residents before the preliminary levy vote.
A double-digit levy increase cannot become the new normal. We need a sustainable path forward.
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?
In each case, the County can achieve economies of scale and consistency that would be difficult or inefficient for every municipality to duplicate independently.
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 more than posting a several-hundred-page budget online and saying the information is technically available.
Taxpayers should be able to understand where their money goes, why costs are changing, which programs are mandated, which are discretionary, how many employees are involved and what the consequences would be if spending were reduced.
That is the approach I have taken with the 2027 budget. I have shared the County Manager's proposed levy scenarios publicly, translated the percentages into estimated dollar impacts on a typical home, explained the corresponding spending and staffing reductions and directly surveyed residents about which approach they support. I also personally read and respond to constituent feedback.
I would like Dakota County to continue improving accessible, plain-language financial reporting, including clearer comparisons over time and better explanations of significant spending changes and capital projects.
Real transparency also means engaging people before decisions are made, not simply explaining them afterward. Residents and businesses should have meaningful opportunities to influence priorities while there is still time to change the outcome.
Email: [email protected]
Campaign Phone: (651) 247-3333
Campaign Website:
Twitter handle:
Facebook Page: Facebook.com/Commish.Joe.Atkins
Candidate Bio
I have spent much of my life serving the communities I now represent on the Dakota County Board, including Inver Grove Heights, South St. Paul and West St. Paul. Before joining the County Board, I served as mayor of Inver Grove Heights, as a state legislator and as a school board member. I have also practiced law for more than 35 years.
At Dakota County, I have focused on fiscal responsibility, public safety, infrastructure, economic development and delivering high-quality services efficiently. Dakota County has maintained AAA bond ratings, operated with among the lowest county property taxes per resident in Minnesota and the fewest employees per capita in the metro, while continuing to invest in roads, public safety, libraries, parks and essential human services.
I have worked closely with cities, businesses and community organizations on major economic development and infrastructure projects throughout District 2 and across the county. I believe good local government should be practical, responsive and focused on results. My approach is simple: listen carefully, work across differences, spend taxpayer dollars responsibly and keep looking for better ways to serve residents and businesses.
What style of leadership would you bring to this position?
I believe in accessible, collaborative and results-oriented leadership. County commissioners should listen first, ask hard questions and then be willing to make decisions.
I spend a great deal of time communicating directly with residents, businesses, city officials, employees and community organizations. I want people to understand not only what the County is doing, but why we are doing it and what it costs.
I also believe elected officials should set clear priorities and expectations rather than simply defer to staff. At the same time, Dakota County has talented employees with tremendous expertise, and good leadership means giving them clear direction and then listening to their professional advice.
I am comfortable working across political and jurisdictional lines. Most county issues are not ideological. Roads need to work, 911 calls need to be answered, businesses need an environment where they can grow, and taxpayers expect government to use their money wisely.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top three priorities are:
- Fiscal sustainability and efficient government. State and federal funding reductions, mandates and cost shifts are creating unprecedented pressure on counties. We need to control the costs we can control, scrutinize staffing and programs, delay or redesign lower-priority projects where appropriate and push back aggressively against unfunded mandates.
- Public safety and essential services. I want to protect core responsibilities such as law enforcement, prosecution, 911, roads, child and adult protection, public health and emergency preparedness. Funding uncertainty makes prioritization even more important.
- Infrastructure and economic competitiveness. Dakota County must continue maintaining the roads, transportation connections, broadband, workforce systems and development infrastructure that allow employers to invest and grow here.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The biggest immediate challenge is financial. Dakota County faces a difficult 2027 budget because state and federal funding reductions, new requirements and cost shifts are arriving at the same time as rapidly rising costs for health insurance, utilities, technology, contracted services and other essentials.
What makes this especially troubling is that we are not discussing a large tax increase to add major new services. We are discussing higher taxes while simultaneously cutting services. That should concern everyone.
Our greatest opportunity is Dakota County's strong underlying position. We have excellent communities, a skilled workforce, major transportation assets, strong schools, substantial developable land and employers making significant investments here. Companies such as Ecolab, Solventum, CHS and others are demonstrating confidence in this region.
The County can build on those strengths by maintaining sound finances, accelerating responsible development, improving transportation connections, helping employers find workers and making government permitting and partnerships as predictable and efficient as possible.
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 a strong business climate and tremendous potential for additional growth. We have excellent access to major highways, proximity to MSP Airport and the broader metropolitan economy, a highly educated workforce and communities that are attractive places to live and invest.
County government should be a partner, not an obstacle. Our most important roles include maintaining transportation infrastructure, supporting workforce development, coordinating with cities on economic development, providing predictable and efficient services and helping assemble partnerships when major projects require state, federal or regional participation.
Workforce is increasingly one of the biggest issues employers raise. That means housing, transportation, education and workforce training are all economic development issues as well.
I also believe government should recognize that private-sector investment creates jobs, expands the tax base and ultimately helps reduce the burden on residential taxpayers. When businesses are considering Dakota County, we should be responsive, coordinated and focused on helping good projects succeed while protecting taxpayers and neighboring communities.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
While Dakota County is among the top 10% safest counties of our size in the nation, our most pressing challenges include violent and repeat crime, substance abuse, mental health crises, cyber threats and the increasing complexity of emergency response.
My first priority is maintaining strong law enforcement, prosecution, corrections and 911 capabilities. Public safety is a core responsibility of government, and I am very cautious about reductions that could weaken our ability to respond when people need help.
At the same time, good public safety policy is not limited to arrests and incarceration. Dakota County has received national recognition for community corrections work aimed at reducing repeat crime. Our Crisis and Recovery Center is helping people experiencing mental health crises receive appropriate treatment rather than automatically ending up in a hospital or jail. Those approaches can improve outcomes while saving taxpayer dollars.
Cybersecurity also deserves growing attention. Recent attacks on Minnesota local governments and public infrastructure demonstrate that protecting our technology systems is now part of protecting public safety.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
Housing is both a quality-of-life issue and an economic-development issue. Employers cannot grow if workers cannot find housing they can afford near their jobs.
The County's role should complement, not replace, cities and the private market. Through the Dakota County Community Development Agency, we can help finance workforce and senior housing, preserve existing affordable housing, assist first-time homebuyers and support redevelopment where market barriers make otherwise viable projects difficult.
I would prioritize increasing housing supply across a range of price points, particularly workforce housing and senior housing. I also support partnerships that leverage private investment and outside funding rather than placing the entire burden on local property taxpayers.
We should also avoid policies that unintentionally discourage housing production. The goal should be to make it easier to build appropriate housing, increase supply and preserve choices for people at different stages of life.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Transportation is one of the clearest areas where county government has a major responsibility. Dakota County maintains approximately 1,100 lane miles of roads and 80 bridges, and those connections are essential to residents and businesses.
My priority is maintaining what we have before allowing infrastructure to deteriorate and become more expensive to repair later. We also need to address congestion and safety at high-crash intersections, improve freight movement and coordinate major road projects with cities and MnDOT.
When roads are reconstructed, I support evaluating pedestrian and bicycle safety at the same time, especially where trails can connect neighborhoods, schools, employment centers and regional greenways. Those improvements should be based on demonstrated need, sound engineering and cost-effectiveness.
Transit should likewise be evaluated based on actual demand and effectiveness. Transportation investments should solve real problems, improve safety and mobility, support economic growth and provide measurable value for taxpayers.
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?
This is one of the most difficult issues facing us.
Dakota County reduced its levy in 2021, held it flat in 2022 and increased it just 1.9% in 2023, in part to help residents through the pandemic. We also relied significantly on reserves during that period. That was appropriate at the time, but reserves cannot indefinitely support ongoing operations.
For 2027, I believe we need to examine both sides of the equation. We must scrutinize staffing, programs, capital projects and discretionary spending before asking taxpayers for more. At the same time, roughly two-thirds of County services are mandated by state or federal law, so simply eliminating those responsibilities is not legally available to us.
I also want taxpayers to understand exactly what different levy levels mean. That is why I have publicly shared the County Manager's alternatives, the corresponding spending reductions and the impact on a median-value home, and have surveyed residents before the preliminary levy vote.
A double-digit levy increase cannot become the new normal. We need a sustainable path forward.
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?
- Regional transportation and infrastructure is one. Major county roads and corridors cross municipal boundaries, and the County is well positioned to coordinate improvements among cities, MnDOT and regional partners.
- Public safety and justice services are another. The County operates the jail, prosecutes felony crimes, provides community corrections and Sheriff's services and participates in regional emergency communications. Those responsibilities naturally extend beyond individual city boundaries.
- Human services and public health are also inherently regional. Residents move among communities, and many state and federal programs are specifically structured to be administered at the county level. The challenge is ensuring counties are adequately funded when those responsibilities are assigned to us.
In each case, the County can achieve economies of scale and consistency that would be difficult or inefficient for every municipality to duplicate independently.
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 more than posting a several-hundred-page budget online and saying the information is technically available.
Taxpayers should be able to understand where their money goes, why costs are changing, which programs are mandated, which are discretionary, how many employees are involved and what the consequences would be if spending were reduced.
That is the approach I have taken with the 2027 budget. I have shared the County Manager's proposed levy scenarios publicly, translated the percentages into estimated dollar impacts on a typical home, explained the corresponding spending and staffing reductions and directly surveyed residents about which approach they support. I also personally read and respond to constituent feedback.
I would like Dakota County to continue improving accessible, plain-language financial reporting, including clearer comparisons over time and better explanations of significant spending changes and capital projects.
Real transparency also means engaging people before decisions are made, not simply explaining them afterward. Residents and businesses should have meaningful opportunities to influence priorities while there is still time to change the outcome.