Change Address

VOTE411 Voter Guide

City of Loveland Council Ward III

The City of Loveland is a home-rule, council-manager form of government. The City Council is a nine member policy-making board for the City of Loveland. Two council members are elected by residents from each of the four wards in the City of Loveland to serve four year terms. The Council is led by the Mayor, who is elected by city residents at large for a two-year term. Council members are elected on 1st Tuesday in November in odd-numbered years.The City Council meets the first and third Tuesday of each month for regular meetings at 6:00 p.m. and the second Tuesday of each month for a study session at 6:30 p.m. in the City Council Chambers, 500 E. Third Street. The City Council serves a critical role in the development of policy that provides the basis for decision-making. Decisions made impact the community for years into the future. This form of representative government is intended to ensure that the community leaders build a sustainable community that protects the health, safety and welfare of Loveland residents.
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  • John Keil (N)

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    Steve Olson (N) Strategic Chief Financial Officer

Change Candidates

Biographical Information

What impacts do you think the proposed development of downtown Loveland will have on the City as a whole?

Please explain how you determine whether it is cost-effective for the City to use tax incentives and/or credits to attract businesses.

What are the priorities and actions the City should take to reduce air pollution?

What is the City doing now to address homelessness that you think is working? What, if any, additional efforts do you believe the City should consider to address homelessness?

Do you think the existing mental health and substance abuse facilities in Loveland are sufficiently accessible and affordable for residents? Please explain.

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Background Following retirement from Navy Health Care in 1997, we chose Loveland and committed to serving our new hometown. I served on 2 City Commissions and served in several service organization (kiwanis, Rotary and Red Cross.) My business ties include Partner in B2B CFO, Loveland Chamber and NCLA.
Contact phone 970-217-7276
My answer is the tale of two cities. I have fond memories of the city I grew up in. However the town is dying. Twenty years ago this October, I moved to Loveland. There were only two restaurants and a lot of antique shops. Because of the initiatives past city councils have taken the downtown is being revitalized. The revitalization of downtown is spreading to adjoining neighborhoods, paralleling the tremendous growth on the Eastern and Northern part of the city. The town is vibrant and alive.
If given the choice, I would rather reduce fees for all businesses rather than continue with the current inconsistent and I think unfair awarding of fees to businesses. However until our incentive policy revisions are complete, I, as a CFO, weigh many factors when considering tax incentives or credits, cost-effectiveness being one. Return on investment, economic impact, job impact (number and levels), social value are some key factors in assessing the merits of supporting incentive requests.
The city is already being a good steward of the environment and has implemented programs that embrace green energy. Examples include the conversion of the jointly owned power plant to natural gas, harvesting wind energy, installing solar panels, purchasing electric vehicles and using fuel efficient busses. I would support the city evaluating other initiatives that might have a positive impact on the environment provided it was revenue neutral or produced a positive cash flow from the investment
Homeless is regional and not solely a “City” problem. Current initiatives such as housing for homeless veterans (160 veterans), Angel House, 137 Connection, House of Neighborly Service, Alternatives to Violence, Habitat for Humanity and the Housing authority are having great success. Work groups composed of mental health, nonprofit, faith based, private, school district, police and city staff are working together to identify opportunities for public/private partnership in addressing homelessness
A major part of the problem is that “mental health” and “substance abuse” are broad and poorly defined labels. Three work groups composed of mental health, nonprofit, faith based, private, school district, police and city staff are working together of identify three “crisis” issues and propose opportunities for public/private partnership in addressing homelessness (mentioned above), suicide and opioid use in the community. Additional issues can be defined after completion of our initial effort.

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