Arvada City Council Election 2025: Your Complete Candidate Guide

What is your background in financial management and planning?

My background in financial planning spans three areas: estimating budgets for large infrastructure construction as a client service, developing project design/engineering budgets as a consultant for a large engineering firm (including projects in Arvada), and reviewing major planning and policy updates for the City of Arvada as Chair of the planning commission. As an urban designer and planner, I have been managing major infrastructure projects and mixed-use development design budgets for over ten years. During this time, I oversaw the design and construction of projects like Brighton Boulevard, a 1.5-mile complete road reconstruction effort that included the removal and replacement of all underground utilities, new streets, sidewalks, curbs and gutters, stormwater infrastructure, a grade-separated bike lane, and an extensive furnishings program. Brighton Boulevard was delivered on time and within budget ($27 million). A key aspect of the success of Brighton Boulevard was the use of an alternative delivery mechanism called “Construction Manager/General Contractor” (CMGC). Compared to traditional delivery methods like “Design/Bid/Build” or “Design/Build,” I have found the CMGC process to be the best way to stay ahead of unforeseen construction costs and schedule delays. If elected to City Council, I would advocate for CMGC delivery when appropriate and utilize other cost-saving measures I have learned from my time in the private sector.

Arvada's total budget decreased from $387.4 million in 2024 to $365 million in 2026, yet revenues are projected at $380.4 million in 2026. How will you ensure this $15.4 million surplus is spent transparently and where do you think these funds should be allocated and how will you determine if these areas of spend are a need or a want?

Arvada’s budget-setting process is complex, and the dollars coming in are often earmarked for specific uses if there is a surplus. Year over year, budgets frequently change based on the amount of money borrowed for bonds and other projects. Additionally, large fluctuations may come from enterprise funds like the Water Enterprise, for example. Everyone is familiar with our recent drastic water rate increases. Those higher rates generate additional income, but the surplus generated from water rates must go back into the water fund. Tax revenue goes into the City’s general fund and can be applied more liberally to various projects. However, tax revenue in Arvada has largely been flat for the last several years, resulting in little to no surplus.

Regarding transparency, I feel the public is largely disconnected from the budget-setting process, which is unfortunate. I think of the City as a business, with all of our residents as stakeholders or customers. People have a right to know how their money is being spent and should also have a say. In my opinion, an area we are currently underfunding is roadway maintenance. Presently, we spend about 60% or less of what we need to spend on repaving and ADA (handicap access) improvements. Properly funding mill and overlay projects citywide will be a priority for me on the Council.

The city has made two costly capital purchases that remain unused: the $6.35 million ECA building (currently for sale) and a $2.75 million Marshall and 52nd property. These represent $9.1 million in potentially underutilized taxpayer money. What accountability measures will you implement to prevent future unused capital expenditures, and how would you repurpose these assets or recover costs?

The properties mentioned above were purchased with the intention of helping an undefined population of housing-insecure and homeless people living in our city, and possibly from other cities as well. Helping people is a good thing, and I am proud of our Council for having the heart to make bold moves. However, the execution has left many in the community frustrated and wondering why they weren’t included in the process leading up to these large expenditures. This is a good example of why airplane pilots ask that you secure your own facemask before assisting others in the event of cabin pressure loss. As a city, we got out over our skis and failed to properly define the problem, set specific goals, and bring the community along with us.

The assets are currently for sale. In our challenging real estate market, it is unknown how long they will remain on our balance sheet. I advocate for finding community-supported, city-sized solutions to address homelessness. If elected, I would continue to support the sale of the above properties and push for a transparent process for further financial expenditures on items not included in core services.

It's currently unclear how much total money Arvada has spent on homelessness across all departments and programs—a lack of transparency similar to Denver's budgeting issues. What specific steps will you take to create a comprehensive, publicly accessible accounting of all homelessness-related expenditures? 

The City estimates that $1-2 million is spent annually on approximately 200 homeless individuals. This number can be misleading because the number of homeless individuals is based on approximation, and the dollar figure includes salaried employees who would be working on something regardless. If I were elected to City Council, I would push for a consulting firm to audit all City expenditures related to housing and homelessness so that a clear picture of our efforts could be viewed by the public. I would also advocate for a more robust method of data collection and categorization of needs for individuals experiencing homelessness. This data would be directly accessible to the public to ensure community members are on the same page with public officials and staff regarding the scale of the challenge we are facing.

After CORE makes contact with homeless individuals who accept help (currently 26% of cases), what specific services should be provided? Walk through your ideal process from first contact to permanent housing.

The City of Arvada does not currently have a health and human services department; however, our CORE officers have successfully connected several unhoused individuals to faith-based, county, state, and other local services to help them get back on their feet. Ideally, from first contact, officers would assist individuals by connecting them with appropriate services from the aforementioned categories. These services include referrals to our new homeless navigation team at the city. I would like to see every external possibility exhausted, including non-profits and regional programs, to assist in moving homeless individuals into permanent housing. The most important role for the City in this process is to ensure that our permitting process and policy environment do not hinder the development of lower-cost homes.

Arvada's Homelessness Action Strategy failed to meet key deadlines including the plan update (Q4 2024) and communication strategy (Q1 2025). By Q2 2025, the city was supposed to develop a regional funding plan for homelessness services. What services should this plan include, and how much should Arvada contribute relative to other Jefferson County cities? Additionally, how does Adams County play into this regional approach, and what specific steps will you take to improve the strained relationship between Arvada and Adams County on cross-border issues?

The Homelessness Action Plan was a significant effort for the City, representing a comprehensive approach to addressing homelessness by including every possible option. This holistic strategy is one piece of the approach that I would champion. Having all the options laid out is helpful; now, as a city, we need to engage in the hard conversation of defining what success looks like and how to measure progress along the way.

We spend an estimated $1 to $2 million annually on homelessness (this includes salaried positions like police and judicial services, where the money would be spent either way). The latest "point in time" count estimates that up to 200 homeless individuals are currently living in Arvada. To define what success looks like, we must acknowledge our financial limitations as well as community impacts. With robust community outreach and the creation of "city-sized" housing solutions, I believe Arvada can provide a model for offering humane services that both accommodate our unhoused brothers and sisters and protect the quality of life for all residents.

As a first step, I recommend the City address the need for emergency cold weather sheltering. This service would help prevent loss of life and is entirely within the range of what a local government can accomplish. I recently attended a regional workshop on homelessness and sat down with the city managers of Golden, Lakewood, Westminster, and County Commissioner Zenzinger. Arvada has many regional partners invested in solving various challenges associated with homelessness. What is needed now is proper outreach to community members and a transparent process for defining what the City can and cannot afford to do to address these issues.

Given Arvada's current infrastructure capacity and budget constraints, what's the maximum number of new housing units you'd support annually, and what infrastructure improvements must be completed first? How much of this should be affordable (and how do you define affordable)?

Affordable housing has specific definitions related to area median income (AMI) and the percentage of income spent on housing costs (30%). Housing advertised as “Affordable” will also indicate a percentage next to it (for example, 60% AMI means that if you earn at least 60% of the area median income, you can afford to purchase this property). Arvada does not and cannot institute a growth cap or limit the number of new housing units due to statewide limitations on growth caps that were established in 2023. Currently, there are around 50,000 households in Arvada, and over the last 30 years, we have grown by 1-1.2 percent year over year. Our current population is approximately 125,000 people, and the anticipated carrying capacity for our City is capped at about 145,000 residents based on land, water, and other resources. This means we are unlikely to see more than approximately 8,000 new homes built in Arvada in the future.

I am a strong supporter of ensuring our infrastructure needs are well planned and met before demand increases and maintenance shortfalls create chaos for residents. Traffic impact fees and other policy mechanisms can help ease the infrastructure costs of new developments by requiring developers to pay their fair share for street, sidewalk, and signal improvements in areas affected by growth. This is a balancing act, however, because the cost of these improvements will inevitably be passed down to the purchaser or renter. I would like to see an increase in smaller footprint housing products like bungalows and duplexes to balance the rise in apartment buildings and townhomes. There are only so many units left to build, so it is critical that we address the gaps in our housing stock by building the missing products now, or we may never have the opportunity to address affordability issues effectively.

Name one current zoning restriction you would eliminate and one you would strengthen. Explain how each change would specifically benefit Arvada residents.

Our current zoning code was adopted in 2020, and a lot has changed in the past five years. I participated in the previous code overhaul, and there are several aspects that could be improved. The land development code is a living document and is updated regularly; sometimes the changes are substantial, while other times they are simple grammar fixes. It is essential to elect Council members who understand the complex ways LDC amendments impact community members and businesses.

One zoning restriction I would like to see amended is the parking minimums for commercial and retail uses. These restrictions often lead to vast expanses of underutilized parking lots. How many times have you gone to Target or another large retailer and thought, really? Retailers conduct extensive research to determine their individual parking needs, and this is not a one-size-fits-all situation.

An area of our current code I would strengthen is short-term rentals (STRs). Currently, investors can own up to three properties for STRs, which is detrimental to our communities. It creates housing scarcity, enforcement challenges, and dilutes neighborhood character with commercial use. I would advocate for a “primary residence” requirement, meaning folks could operate an STR, but the owner of the property would have to live in the home for at least six months and one day each year. Another idea is to make all STRs have a minimum three-day stay to limit constant coming and going and parties.

Police services receive funding through both the general fund and two dedicated tax increment funds (.21 and .25) totaling $16.1 million in 2025, plus seizure funds. What is the total amount Arvada spends on police across all funding sources, and do you believe this level is appropriate to cover new expansions in West Arvada while still providing East Arvada with the service it needs? 

I understand that additional patrols are needed in East Arvada, a good friend of mine that lives in my neighborhood mentioned that he was recently attacked in his own driveway after disrupting an attempted catalytic converter theft. He was stabbed in the arm. A fully staffed Arvada Police Department is absolutely capable of handling the crime density we have in our City, however - it has been many years since we have had a full staff. Our City budgets for 191 police officers and over the past 6 years we have consistently had around 160 officers. That is a significant cut to their resources. I am happy to share that I learned in a recent Olde Town BID meeting that we have 20 new recruits currently attending Arvada’s Police Academy. Not all will make the grade, but this is the largest class we have seen in more than 10 years. I believe we are spending the right amount on policing in our City, but we need to fully staff the APD to ensure they can keep our streets and neighborhoods safe.

Should Arvada expand mental health crisis response beyond the current CORE program, or is the current approach adequate? If expanding, specify the additional staff, training, and budget required.

As a board member of the Olde Town Arvada BID, I receive monthly updates from CORE officers in Olde Town. They describe interactions with unhoused individuals, trends in local crime, and provide insights into how regional criminal operators make their way into Arvada. The CORE officers engage with the homeless population daily, and based on their reporting, I believe this is a good use of APD resources. In previous years, we had only two members on the CORE team; now, there are four, and I feel this is the appropriate number for Olde Town.

I would be open to expanding the CORE program to cover additional areas in East Arvada, where nuisance criminal activity has become more common. This expansion would require additional progress toward reaching full staff capacity within the APD. Any APD officer can be a member of the CORE team, but it is important to maintain a balance between specialized policing and regular patrols.

Beyond standard city council meetings, describe three specific mechanisms you will implement to actively seek input from residents who typically don't engage with city government. Include how you'll measure their effectiveness within your first year.

• Maintain regular monthly office hours at rotating locations throughout the city. This would be an open invitation for members of the public to join me, ask questions, and express their own ideas. I don’t know everything, and listening is something we could all do more of. I generally already do this to help community members better understand how public meetings work and how best to have their voices heard.

• Attend regular HOA and community group meetings. This might be the single most important thing I can do as an elected official. Not everyone can afford the time to come visit me or put their thoughts into an email. Folks who attend committee meetings, neighborhood group meetings, and HOA meetings know what’s going on, and as an elected representative of the entire City, there are great opportunities for me to hear it firsthand.

• Distribute regular newsletters (quarterly), inviting community members to “email Mike” if they have questions about what’s going on in the city. Often this might be as simple as pointing folks to the active permit website, but I can often provide additional insights into what’s happening around town. To measure the effectiveness of the above commitments and to provide transparency, I will share metrics from all of the above in a special annual newsletter.

When a controversial development or policy proposal divides the community, walk us through your specific process for weighing competing interests. How do you decide between vocal minorities and silent majorities?

I have spent nearly 10 years on the Planning Commission, where I currently serve as the Chair. During this time, every controversial project that went to Council was first reviewed by the Planning Commission. My voting history is transparent and publicly available; I have voted both for and against some of the most challenging projects our city has encountered.

Each time, I listened intently to public comments, adhered to a strict understanding of our foundational documents, and questioned staff and the applicant whenever something was unclear to me. Fortunately, our code and comprehensive plan provide specific criteria for decision-making. However, evaluating factors such as compatibility can be complicated.

In these situations, it is critical to ask thoughtful questions that represent the concerns of community members. We aim for good development in our city, and we need elected officials who understand the complexities of our foundational land use documents and code. These documents are the product of significant public input, our unique city history, and best practices for land development.

I have consistently strived to make fair decisions, with my justification tied specifically to the criteria. While the process is not perfect, listening to community members and clearly stating my justification goes a long way toward building trust with residents.

Describe a time in your professional or personal life when you had to acknowledge a costly mistake and change course. How did you handle the accountability and prevent similar errors while communicating the mistake and lessons learned?

One of the projects I managed in the early part of my career was a pedestrian street on the Auraria Campus. We designed a permeable pavement system that would treat rainwater and also feature a cool custom pattern on the surface. The pattern consisted of three colors of brick: tan, brown, and ivory. The first three sections of the project came together perfectly and looked great. I personally checked in with the contractors frequently to ensure that everything was proceeding according to plan, including the brick color and pattern.

The mistake occurred when construction began on the final section, probably the last 1,500 ft of the 30’ wide street. The brick samples were never submitted for my approval, and I did not request them either. On inspection day, I realized the contractors had installed brown, ivory, and ORANGE bricks, and the pattern was way OFF! It was a radical departure from the correct color and design. My client was being asked to pay full price for the wrong product.

I called a meeting with the product supplier, the contractor, and the client. I began by acknowledging that I had not been on site often enough during the final section and did not push for a sample before work began. The contractor acknowledged that they had failed to provide a sample for approval and did not give clear instructions to their new brick layer, and the product supplier acknowledged that they had accidentally shipped the wrong product. The client said that he didn’t necessarily hate the orange, but the pattern needed to be fixed.

I proposed that the contractor fix the pattern, the product supplier give the university credit for the bricks that were the wrong color (more work for them down the line), and that I would cover the additional time my team needed for inspections once the job was done. Everyone came to the table, and we walked away with stronger relationships than we had going in. Since this incident, I have become a stickler for product submittals and have helped others catch costly mistakes in the process.

If you discovered that a city program you publicly supported was failing to achieve its goals—like the current homelessness strategic plan—would you advocate for its elimination or major reform? Give a specific example from your experience.

Yes, I would advocate for a reform or overhaul if a specific effort I supported had both measurably failed to meet its stated goals and was poorly received by the public. I can’t think of a specific example of a program I supported that failed as described above.

Considering the idea of an elderly person planting a tree for the shade he or she will never experience, what is your long term vision for the city in an effort to leave it better off than you found it?

Arvada is almost a "bedroom community," meaning residents typically work elsewhere for higher wages, while those who work in Arvada often cannot afford to live here. As a result, more than 80% of Arvada's residents leave the City every day, and nearly the same amount come in from other places. This situation creates significant traffic, air pollution, lost tax revenue, and a generally lower quality of life for everyone.

I see a narrowing opportunity to address these issues by investing in a variety of housing types, attracting higher-paying jobs, and fixing our crumbling roads and poor signal timing—all through vigorous investment in the upcoming Comprehensive Plan update. This document, which is on a 10-12 year cycle, was last updated in 2014. As part of my professional career in infrastructure planning and design, I have had several opportunities to develop and implement similar plans. This document will set the course for Arvada’s future.

At our current rate of growth, we will reach our limit sometime in the next 10-20 years and then we will be maxed out. This is our chance, our moment to chart the path to tomorrow. I am excited to be part of that journey with the support of my community.

Is there anything else you want your constituents to know about you?

I am 100% committed to representing my constituents and city to the best of my ability. I have an amazing career in the engineering field and love my job. I am not looking to start a life in politics. I have shown up time and again to participate in all things Arvada, and I will continue to actively engage once on Council to ensure accountability and transparency. I am running as a father, friend, and neighbor who cares about the future of our City. Arvada is an amazing place to live; let's keep it that way by working together through healthy discourse and honest debate.

What is your background in financial management and planning?

I manage both personal and professional budgets with a focus on responsibility and transparency. As a homeowner and parent, I understand how to prioritize essential needs, plan for future expenses, and make strategic financial decisions without unnecessary debt. In my professional roles, I’ve worked within structured budgets in a correctional setting, where resource allocation and accountability are critical. Additionally, as someone running a grassroots campaign, I am experienced in planning and managing funds efficiently to maximize impact while maintaining fiscal responsibility.

Arvada's total budget decreased from $387.4 million in 2024 to $365 million in 2026, yet revenues are projected at $380.4 million in 2026. How will you ensure this $15.4 million surplus is spent transparently and where do you think these funds should be allocated and how will you determine if these areas of spend are a need or a want?

Transparency begins with clear communication and community involvement. I would advocate for an open budgeting process where residents can see where every dollar is going and have opportunities for input through public forums and online tools. As someone who has worked in structured, highly accountable systems like corrections, I understand the importance of clear oversight and prioritization to prevent inefficiency and government waste.

Regarding the surplus, I believe these funds should be directed first toward maintaining essential services and addressing infrastructure needs before committing to new projects. To distinguish between needs and wants, I would rely on data, community input, and impact assessments—focusing on projects that improve safety, mobility, and quality of life for all residents, while avoiding spending that benefits only a few. Every decision should balance fiscal responsibility with long-term value for the community and guard against wasteful spending.

The city has made two costly capital purchases that remain unused: the $6.35 million ECA building (currently for sale) and a $2.75 million Marshall and 52nd property. These represent $9.1 million in potentially underutilized taxpayer money. What accountability measures will you implement to prevent future unused capital expenditures, and how would you repurpose these assets or recover costs?

Taxpayer dollars must be managed responsibly, and costly mistakes like these erode public trust. To prevent similar situations, I would advocate for stronger accountability measures before any capital purchase, including rigorous cost-benefit analysis, community input, and a clear plan for how the property will be used within a set timeframe. These steps ensure decisions are data-driven and aligned with long-term city goals rather than speculative spending.

As for the existing assets, the priority should be to recover as much taxpayer money as possible, whether through strategic sale, lease, or repurposing for community benefit. Repurposing should only occur if there is a demonstrated need and clear plan for sustainability, not just to justify the expense. Every dollar we save or recover should go back into essential services and infrastructure that directly improve quality of life for Arvada residents.

It's currently unclear how much total money Arvada has spent on homelessness across all departments and programs—a lack of transparency similar to Denver's budgeting issues. What specific steps will you take to create a comprehensive, publicly accessible accounting of all homelessness-related expenditures? 

When taxpayers cannot clearly see where funds are being spent, trust is undermined. To address this, I would advocate for creating a comprehensive, centralized report of all homelessness-related expenditures across departments. This report should be updated regularly, published on the city’s website, and presented in a format that is easy for the public to understand.

I would also push for a standardized tracking system so all departments categorize homelessness-related spending consistently. Finally, I would ensure that every dollar is linked to measurable outcomes—such as housing stability, reduction in unsheltered homelessness, or increased access to services—so residents can see not just how much is spent, but what impact it is having.

At the same time, we need to acknowledge that homelessness is a complex, ‘cloud’ problem—one without a simple solution. It requires sustained, coordinated efforts across housing, mental health, addiction services, and employment supports. Transparency and accountability are essential to ensure that resources are used effectively, help those in need, and prevent government waste.

After CORE makes contact with homeless individuals who accept help (currently 26% of cases), what specific services should be provided? Walk through your ideal process from first contact to permanent housing.

When someone accepts help, it’s essential to act quickly and comprehensively to keep that momentum. My ideal process starts with a thorough needs assessment at first contact—screening for immediate safety, medical needs, mental health, and substance use. From there, I would prioritize stabilization through short-term shelter or safe housing options, while connecting individuals to case management right away.

Next, coordinated care becomes critical. Many individuals experiencing homelessness struggle with behavioral health challenges, so access to mental health treatment, addiction services, and basic healthcare should happen immediately, not months later. Employment assistance and benefits navigation should also be integrated early to create a foundation for independence.

I recognize, however, that these solutions are costly and success can be difficult to measure. It’s not just about moving someone into housing—it’s about long-term stability, which includes reducing ER visits, preventing recidivism into homelessness, and helping families improve educational and economic outcomes. Those are not quick wins; they require sustained effort and resources.

Finally, the ultimate goal is permanent, supportive housing, paired with wraparound services like case management, peer support, and job placement so the housing is sustainable. The process should be data-driven, but we also need to be realistic that true success often spans years, not months.

Arvada's Homelessness Action Strategy failed to meet key deadlines including the plan update (Q4 2024) and communication strategy (Q1 2025). By Q2 2025, the city was supposed to develop a regional funding plan for homelessness services. What services should this plan include, and how much should Arvada contribute relative to other Jefferson County cities? Additionally, how does Adams County play into this regional approach, and what specific steps will you take to improve the strained relationship between Arvada and Adams County on cross-border issues?

While I can’t speculate on exact dollar amounts without a full financial analysis and regional agreement, I believe the foundation of any funding plan must be equity, transparency, and measurable impact. The plan should include critical services such as emergency shelter, transitional and supportive housing, mental health and substance use treatment, job training, and coordinated case management. These services work best when aligned regionally so people aren’t shuffled between jurisdictions without continuity of care.

As for Arvada’s contribution, it should be proportionate to both our population and the share of homelessness impacting our city. That ensures fairness while recognizing that homelessness is a regional issue that doesn’t stop at city borders.

Adams County is an essential partner because the challenges of homelessness, housing affordability, and behavioral health cross municipal lines. To improve the relationship between Arvada and Adams County, I would push for consistent joint planning meetings, shared data systems, and formal agreements (MOUs) that spell out responsibilities and cost-sharing. Building trust means engaging early, committing to shared outcomes, and avoiding unilateral decisions that impact neighboring communities.

Given Arvada's current infrastructure capacity and budget constraints, what's the maximum number of new housing units you'd support annually, and what infrastructure improvements must be completed first? How much of this should be affordable (and how do you define affordable)?

Determining the exact number of new housing units Arvada can support annually requires careful analysis of both current infrastructure capacity and long-term budget implications. I would advocate for a balanced approach that prioritizes smart growth rather than simply hitting a target number. Infrastructure improvements—such as roads, water and sewer systems, schools, and public safety services—must be planned and completed in tandem with new housing to ensure quality of life is maintained for current and future residents.

Regarding affordability, I define it based on standard benchmarks: housing costs should not exceed 30% of a household’s income. I believe a meaningful portion of new units—ideally at least 20–30%—should meet this standard to ensure diversity and economic stability in our community. Each project should be evaluated individually, with community input and financial modeling, to ensure it is feasible, sustainable, and aligned with long-term city priorities. Growth without proper planning risks overburdening infrastructure and diminishing quality of life, so measured, thoughtful expansion is essential.

Name one current zoning restriction you would eliminate and one you would strengthen. Explain how each change would specifically benefit Arvada residents.

While I don’t have deep expertise in specific zoning codes, I approach this from the perspective of community impact and quality of life. I would be open to reviewing any zoning restrictions that unnecessarily limit housing options, especially those that could expand affordable or workforce housing, as easing these could help Arvada residents access homes closer to where they work and reduce commuting pressures.

On the other hand, I would support strengthening zoning rules that protect our neighborhoods from overdevelopment that strains infrastructure or diminishes green spaces. Ensuring that growth is balanced with quality-of-life considerations—like traffic flow, parks, and school capacity—directly benefits residents by maintaining the character of our city while accommodating necessary growth.

I would rely on expert input, data, and community engagement to guide these decisions so that any zoning changes are thoughtful, sustainable, and aligned with long-term city priorities.

Police services receive funding through both the general fund and two dedicated tax increment funds (.21 and .25) totaling $16.1 million in 2025, plus seizure funds. What is the total amount Arvada spends on police across all funding sources, and do you believe this level is appropriate to cover new expansions in West Arvada while still providing East Arvada with the service it needs? 

While I do not have the exact total across every funding source, it’s clear that Arvada invests significantly in public safety through a combination of the general fund, tax increment funds, and seizure funds. As someone with extensive experience in corrections, I understand the importance of having a well-resourced, well-trained police force to ensure community safety while maintaining accountability.

I believe funding should be sufficient to meet the needs of all neighborhoods, including new growth in West Arvada, without reducing service quality in East Arvada or other established areas. Achieving this balance requires careful planning, data-driven allocation of resources, and regular review to ensure that investments in policing are effective, transparent, and aligned with community priorities. I also believe in complementing policing with programs that address the root causes of crime, such as behavioral health services and community support initiatives.

Should Arvada expand mental health crisis response beyond the current CORE program, or is the current approach adequate? If expanding, specify the additional staff, training, and budget required.

Given my experience in corrections and mental health, I know that behavioral health crises are complex and growing in our community. I believe expansion is warranted to ensure timely, effective, and specialized responses across the city. If possible, more staff with expertise in crisis intervention, social work, and behavioral health, along with enhanced training in trauma-informed care, de-escalation, and substance use, would strengthen the program.

Budget planning should be data-driven, balancing the need for expansion with fiscal responsibility, and ideally would include measurable outcomes such as reduced emergency room visits, lower recidivism in crisis situations, and improved follow-up care. The goal is not just to respond to crises, but to connect residents to the services that prevent recurring emergencies, while maintaining coordination with police, fire, and social services to maximize efficiency and effectiveness.

Beyond standard city council meetings, describe three specific mechanisms you will implement to actively seek input from residents who typically don't engage with city government. Include how you'll measure their effectiveness within your first year.

Engaging residents who typically don’t participate in city government requires meeting them where they are and creating multiple avenues for input. Three mechanisms I would implement are:

Neighborhood Listening Sessions: Hosting informal, accessible gatherings in different parts of the city—parks, libraries, and community centers—so residents can share concerns and ideas in a low-pressure environment.

Targeted Digital Outreach: Using surveys, social media, and email campaigns specifically aimed at underrepresented groups, including working families and renters, to gather input on priorities and proposed initiatives.

Community Advisory Panels: Establishing small, rotating panels of residents who reflect the city’s demographics and who meet regularly with council members to provide feedback on key issues and upcoming decisions.

To measure effectiveness within the first year, I would track attendance and participation across these initiatives, analyze survey completion and demographic representation, and gather feedback from participants on whether they felt their input influenced decisions. The goal is to increase engagement among residents who historically feel disconnected from local government, ensuring city decisions reflect the needs of the entire community.

When a controversial development or policy proposal divides the community, walk us through your specific process for weighing competing interests. How do you decide between vocal minorities and silent majorities?

In situations where a proposal divides the community, I rely on a structured, transparent process that prioritizes understanding all perspectives. First, I actively listen to all stakeholders—both vocal and silent—through public forums, surveys, and direct outreach. My experience in corrections has taught me the importance of hearing all sides, even when opinions are challenging or conflicting.

Next, I analyze the facts, data, and potential impacts of the proposal, considering both short-term and long-term consequences for the community. I also evaluate how the proposal aligns with the city’s strategic priorities and legal requirements.

Finally, I make decisions by balancing the input I’ve gathered with objective evidence, ensuring that neither a vocal minority nor silent majority dominates by default. Transparency is key: I communicate the reasoning behind decisions clearly, so residents understand how their input was considered and why the final outcome serves the broader public interest.

Describe a time in your professional or personal life when you had to acknowledge a costly mistake and change course. How did you handle the accountability and prevent similar errors while communicating the mistake and lessons learned?

In corrections, every decision requires extremely thoughtful calculations because a costly mistake can have life-or-death consequences. I strive to approach every situation deliberately, knowing that errors can result in someone being hurt or worse. Mistakes in my career have occurred when I felt overwhelmed or was working with insufficient staffing, which made it difficult to respond as effectively as needed.

When this has happened, I immediately acknowledged the issue, communicated transparently with my team and supervisors, and assessed what went wrong. I implemented corrective actions, reallocated resources where possible, and documented lessons learned to prevent similar errors in the future. This process reinforces a culture of accountability and ensures that even under pressure, decisions are thoughtful and safe.

If you discovered that a city program you publicly supported was failing to achieve its goals—like the current homelessness strategic plan—would you advocate for its elimination or major reform? Give a specific example from your experience.

I believe we live in a world that is often too quick to ‘cancel’ programs or people rather than working through difficult problems. If I discovered that a city program I publicly supported was not meeting its goals—such as the current homelessness strategic plan—I would advocate for careful evaluation and major reform rather than immediate elimination. The focus should be on identifying what isn’t working, adjusting strategies, and ensuring resources are used effectively.

For example, in my professional experience in corrections, I have seen programs or interventions that initially fell short due to insufficient staffing or unforeseen challenges. Rather than abandoning them outright, I worked with my team to reassess, reallocate resources, and implement changes based on data and feedback. This approach allowed us to improve outcomes while maintaining accountability and learning from mistakes, rather than simply discarding an effort that could be valuable if corrected.

Considering the idea of an elderly person planting a tree for the shade he or she will never experience, what is your long term vision for the city in an effort to leave it better off than you found it?

In my work as a psychologist, I often plant seeds in my patients that I may never see come to fruition. True success in this field is knowing you’ve done your job when you become disposable—the person can move forward independently. I believe I will approach city leadership with the same philosophy.

My long-term vision for Arvada is to create systems and structures that empower residents, strengthen neighborhoods, and provide sustainable services—so that the city is better off long after my term ends. Whether it’s thoughtful growth, strong public safety, or effective social services, my goal is to leave a foundation that benefits future generations, even if I don’t directly see all the outcomes.

Is there anything else you want your constituents to know about you?

I'm not perfect. And so the goal is not to be perfect by the end, but to be better today than yesterday.

What is your background in financial management and planning?

My 30-year career has been focused on working for non-profits and managing project and department budgets. For the past 13 years I have been the Director of Policy and Community Campaigns at Eco-Cycle, where I am responsible for my department's budget. I served on the Recycle Colorado board for six years and currently serve on the Arvada Center for the Arts and Humanities board for the past two years. I have acted in a fiduciary role for each by overseeing and adopting annual budgets. As an Arvada City Councilmember I sit on the Audit Committee as well as review and approve the city's annual budget.

Arvada's total budget decreased from $387.4 million in 2024 to $365 million in 2026, yet revenues are projected at $380.4 million in 2026. How will you ensure this $15.4 million surplus is spent transparently and where do you think these funds should be allocated and how will you determine if these areas of spend are a need or a want?

As a City policy we ensure that 17% is saved annually in our reserves. We have a very healthy reserve, which is important for ensuring we can carry through times of recession. However, we also have growing needs, especially our roads, sidewalk and ADA-required infrastructure. We currently need to increase our funding for roads maintenance by $12 million a year for the next 20 years to get where we would like to be. There is no cut in our budget that we could make that would come near to covering this cost. I believe that, to start to address this need, we should review our budgets from the Great Recession to identify how much our city's revenues shrunk. Then we should budget to ensure we have enough reserve to cover another significant event. Given the healthy rate of savings we've had over the past many years, I expect that we will have built enough of a cushion in our reserve that will allow us to begin to invest some of that money into our City's priorities — most namely our transportation infrastructure — that we know that if we continue to delay will cost us all significantly more with inflation in future years. We need to stop the cycle of procrastination and get to work.

The city has made two costly capital purchases that remain unused: the $6.35 million ECA building (currently for sale) and a $2.75 million Marshall and 52nd property. These represent $9.1 million in potentially underutilized taxpayer money. What accountability measures will you implement to prevent future unused capital expenditures, and how would you repurpose these assets or recover costs?

The ECA building is up for sale. We currently do not intend to sell the Marshall and 52nd property. The city owns other properties and, like many cities nationwide, purchases property for future uses — including when a particular use has not been identified. This is a common form of investment called "land banking." The City sits in a healthier position when we have diversified assets.

Sometimes we buy land to hold long-term - e.g.: the Pamona Parcel - and other times there is a clear, defined purpose, such as where we are currently building our new APD evidence storage building. Other times, we explore sites that could be a fit for a specific purpose, though nothing is set in stone. Sometimes we purchase a property with the intention of exploring a specific use, though for one reason or another it doesn't work out. At that point, we may choose to explore other options for that land or to dispense with it. Each parcel is unique and market conditions can fluctuate, which is why these decisions are evaluated with great care and with guidance from experts. While not all acquisitions are ultimately developed by the City, many eventually transform into something better. Regardless of any particular land parcel's reason for acquisition, it is important that the City make such capital purchases in anticipation of future needs.

It's currently unclear how much total money Arvada has spent on homelessness across all departments and programs—a lack of transparency similar to Denver's budgeting issues. What specific steps will you take to create a comprehensive, publicly accessible accounting of all homelessness-related expenditures?

Every year the City releases a biennial operating and capital budget that details each department's revenues and expenses, including the Arvada Housing Authority whose mission is to improve access to housing that meets the needs of residents in all phases of their lives. This includes the money the City is spending through federal and state programs for housing choice vouchers and project-based voucher programs. All of the City's expenses on housing and homelessness are detailed and fully transparent.

After CORE makes contact with homeless individuals who accept help (currently 26% of cases), what specific services should be provided? Walk through your ideal process from first contact to permanent housing.

Our homeless navigators are doing exceptional work. Since January 2025, they have supported 79 individuals in temporary housing with case management to help these individuals work toward long-term stability. To date, 21 of these residents have already found permanent housing. This is great success in a short amount of time. I fully support the work of our navigators and trust them to assess each individuals' situation to determine what support and resources they need to become permanently housed. A big part of this work is the relationships themselves. Individuals in these unstable situations are often not in a mental or emotional position to accept help — right up until the moment they are. You can't know when that moment will be, and it can be fleeting. You need to be doing this work ongoing so that when that moment arrives you're ready and you can get that person the help they're finally ready to accept. Our incredible navigators understand that and do this difficult work admirably.

Arvada's Homelessness Action Strategy failed to meet key deadlines including the plan update (Q4 2024) and communication strategy (Q1 2025). By Q2 2025, the city was supposed to develop a regional funding plan for homelessness services. What services should this plan include, and how much should Arvada contribute relative to other Jefferson County cities? Additionally, how does Adams County play into this regional approach, and what specific steps will you take to improve the strained relationship between Arvada and Adams County on cross-border issues?

The City Council has not adopted the Homeless Action Strategy — it was always a draft proposal. The City is currently in the process of implementing community forums to hear from all sectors of our community, businesses, service providers and housed and unhoused residents to determine what solutions will be best for Arvada. In the immediate term, we must find a sustainable solution for severe weather sheltering for the coming winter. In May, Jefferson County held a spring forum with municipalities to discuss dedicated funding for severe weather sheltering. I and other council members from Arvada advocated for and supported a plan to develop an Intergovernmental Agreement (IGA) to provide regional support for municipal-based sheltering options with joint funding from municipalities and the County. Since the forum, our city manager has been attending interjurisdictional meetings to develop the IGA. Simultaneously, our city is looking for an appropriate location for severe weather shelter. I believe it is imperative we find a sustainable location immediately. We cannot have anyone die on our streets this winter. We are also in similar conversations with Adams County and will continue to view them as a valuable regional partner. Our relationship with Adams County is not strained. We are very grateful for their partnership in many areas and view Adams County as indispensable partners.

Given Arvada's current infrastructure capacity and budget constraints, what's the maximum number of new housing units you'd support annually, and what infrastructure improvements must be completed first? How much of this should be affordable (and how do you define affordable)?

Regionally we have a housing affordability problem. According to ZipRecruiter, most Arvada workers make between $3,500 - $5,400 per month. That is shy of the more than $6,000 per month needed to not be cost burdened (spending more than 30% income on housing). This is a problem for our infrastructure, air quality, and traffic. Most of our workers don't live in Arvada and have to commute in. The Bell Policy Institute reports that Jefferson County has a deficit of 20,000 housing units for workers earning between 60 and 120% AMI. I am excited that we have opened nearly 200 affordable units in Arvada in the past year and have more than 400 more being opened in the next couple of years. I think it is irresponsible to put an annual cap on affordable housing units. We need to review each project on its own merits and determine what resources are needed for it to be successful, including infrastructure as well as how it meets the needs of the community where it is located.

Name one current zoning restriction you would eliminate and one you would strengthen. Explain how each change would specifically benefit Arvada residents.

I don't have any specific zoning restrictions I would eliminate. I am open to looking at code changes with regards to short term rentals, specifically new requirements such as restricting the number of vehicles that can be parked, requiring a minimum number of nights for each stay, and requiring the property owner to live on the property, at least for a certain amount of time during the year. Short-term rentals can be a benefit for our residents seeking additional income, but some bad actors have had negative impacts on our neighborhoods. I want to work to find the right balance that allows short-term rentals but greatly reduces the negative impacts such as noise disturbances and disruptive party houses.

Police services receive funding through both the general fund and two dedicated tax increment funds (.21 and .25) totaling $16.1 million in 2025, plus seizure funds. What is the total amount Arvada spends on police across all funding sources, and do you believe this level is appropriate to cover new expansions in West Arvada while still providing East Arvada with the service it needs?

We are expected to spend $8 million of the .21 tax increment fund and $9 million of the .25 fund in 2025. Additionally, we are looking at a general fund expenditure of $35 million and a special revenue fund expenditure of $17 million. Our recent challenge has been recruiting officers to fill our vacancies, though a positive shift in the broader culture as well as investments we have made into recruiting have been showing great traction. The City Council has approved salary increases and supported our police department with the tools they need to fill vacancies. Financially, our police department has a healthy budget and according to our 10-year model that should continue well into the future.

Should Arvada expand mental health crisis response beyond the current CORE program, or is the current approach adequate? If expanding, specify the additional staff, training, and budget required.

The Arvada Police Department has a Co-Responder Unit, known as CRU that consists of two behavioral health clinicians. They respond to on average four behavioral health calls for service per day. Our CRU team is currently able to address the need and work with the CORE team alongside our partners in the Arvada Fire Department.

Beyond standard city council meetings, describe three specific mechanisms you will implement to actively seek input from residents who typically don't engage with city government. Include how you'll measure their effectiveness within your first year.

I make myself available to my constituents. I return all emails and phone calls, send out a monthly electronic newsletter and hold monthly coffee chats. My coffee chats serve as open office hours where residents can come to talk about anything they want. I measure my effectiveness by what I have been able to accomplish through responding to my residents. Specifically I have worked to:

- Repaint the crosswalks across Kipling in front of Standley Lake Library;

- Fill potholes on Wadsworth Blvd. and in neighborhoods throughout District 1

- Champion the Lake Arbor Pool; re-opening after several years of being closed due to necessary repairs;

- Refill the pond at Leyden Creek Park, bringing back waterfowl and pond wildlife;

- Remove dead bushes and replace the faded park sign at Lakecrest Park;

- Commit to replace the tennis and pickleball courts at Davis Lane Park after the sewer line replacement project is completed;

- Remove tall grass along trails and canals to reduce the chance of grass fires and protect homes;

- Address speeding issues on neighborhood streets including the repair of the radar speeding sign along Chase Dr.;

- Get a stop sign at the King Soopers shopping center on the corner of 80th and Sheridan;

- Replace street lights on Kline Court, Oak Street and along Volunteer Firefighters Park;

- Replace broken trash carts for residents;

- Add light shields to the new street lights along 72nd Ave. to reduce light pollution;

- Fix timing of the traffic signal at 80th and Yarrow Street.

When a controversial development or policy proposal divides the community, walk us through your specific process for weighing competing interests. How do you decide between vocal minorities and silent majorities?

When it comes to controversial decisions, by definition I unfortunately will not be able to please everyone. A hard reality of Council is that we are tasked with making decisions that not everyone will agree with, but we do so with the understanding that we must keep the best interests of our whole community in mind. To do this, I listen first to different experiences and expertise and work to solve problems collaboratively. I employ critical thinking and a willingness to work with anybody to address the challenges facing our community. Through the process, I am always transparent, openly communicating and keeping my constituents informed about the City's work. Though we may not always agree, I do always listen and respect where others are coming from.

Describe a time in your professional or personal life when you had to acknowledge a costly mistake and change course. How did you handle the accountability and prevent similar errors while communicating the mistake and lessons learned?

Like everyone, I am imperfect and believe that we are all evolving. I am always learning from my mistakes, and I work to acknowledge those mistakes. Then, I work to make corrections. I believe the only way to make progress is to try something, knowing that sometimes you will fail and have to correct. The best solutions come from learning and working through our failures, rather than letting them stop us.

If you discovered that a city program you publicly supported was failing to achieve its goals—like the current homelessness strategic plan—would you advocate for its elimination or major reform? Give a specific example from your experience.

First, the homeless strategic plan is not failing. It hasn't been adopted, let alone implemented. I am always looking for how we can improve what we are doing, how we can do it better. We do a lot of work researching issues and potential solutions, and not every idea comes to fruition. Even with the ones that do, sometimes we will need to change course as circumstances change around us. We adapt, and that's healthy. That's right. I believe every situation is unique, and we need to regularly evaluate each program to determine if it is meeting its goals or if changes are required to continue delivering for the residents of Arvada.

Considering the idea of an elderly person planting a tree for the shade he or she will never experience, what is your long term vision for the city in an effort to leave it better off than you found it?

My long-term vision for Arvada is to have City services and programs that enhance the quality of life for all residents. I want to make sure we are seeking innovative ways to balance growth with our responsibility to protect our environment and community values. Finally, I want to expand opportunities for high-paying jobs, thriving local businesses and attainable housing.

Is there anything else you want your constituents to know about you?

I do this work because I love my community. I have so enjoyed the past four years getting to know residents and businesses of Arvada. I want to continue to do this work, listening to what is important to Arvadans and finding sustainable solutions that make it a better place for everyone.

Answers from Eric will be added once received.

What is your background in financial management and planning?

I am an Arvada resident who has owned my home since 2004. Successful financial planning is part of home ownership. I've sat on the board for my Home Owners Association in years past. I'm also a successful single father raising a daughter in Arvada. My biggest job is providing for her every need both financially and emotionally. It's a heck of a big job sometime, but success comes with closely watching a budget.

Arvada's total budget decreased from $387.4 million in 2024 to $365 million in 2026, yet revenues are projected at $380.4 million in 2026. How will you ensure this $15.4 million surplus is spent transparently and where do you think these funds should be allocated and how will you determine if these areas of spend are a need or a want?

"Watch the pennies and the dollars will take care of themselves". This is exactly how I will vote on and manage small and huge City projects and endeavors. The less we waste, the more transparent City Council is on expenditures, the better we will all be as a City. In my opinion, huge lumps of cash are often thrown at a project, before truly looking at the nickels and the dimes of a true budget. This will change if I am elected.

Arvada employs some of the finest project managers in the country. I have full faith in them all.

I am running my own campaign for Arvada City Council. I am taking NO donations and I am funning it completely on my own. My personal goal is to will the District 3 seat on a budget less than $1000. With careful planning, no waste, and not spending money on unnecessary items, I will proudly achieve my goal. There is something about taking care of business myself that will put me into a great position of handling larger projects with the careful dollars of the taxpayers of Arvada.

Did you know......60% of the sales tax base for the City of Arvada comes from businesses in District 3 ? Yet the City has yet to raise the sales tax rate since the 1990s. Ask yourself when you vote. Do you really want to continue down the same path the City Council has taken us down for the past 3 decades ? Are you willing to pay a little bit more in Olde Town Arvada sales tax, to keep something beautiful and iconic that has been built ? I am. Olde Town Arvada is the GEM of the City, and one of the GEMS of the entire metro area. Keeping it ship shape and cleaned up will take dollars, none of which will be squandered on my Custodianship of District 3, Olde Town, and the entire City of Arvada. Small business is the blood of this community. We all need to keep it healthy.

The city has made two costly capital purchases that remain unused: the $6.35 million ECA building (currently for sale) and a $2.75 million Marshall and 52nd property. These represent $9.1 million in potentially underutilized taxpayer money. What accountability measures will you implement to prevent future unused capital expenditures, and how would you repurpose these assets or recover costs?

Waste is happening on every front of the Arvada City budget. Why ? Because City Council is NOT being truly transparent on exactly what they will spend on a project. Let's take the purchase of the Early College of Arvada building last year to build a Homeless Navigation Center as an example. This blunder will easily cost the taxpayers over $1M in senseless waste. And yet, we the citizens and taxpayers are now rarely hearing about this project anymore. Just the fine strokes, not the fine details. Ask yourself, do you really want a City Council that just kicks the can down the road until the subject goes away ? I don't. A vote for Rebecka Lovisone will continue this wasteful path because she is a follower of the current City Council, not a leader with new ideas.

When was the last time you drove down 52nd Avenue between Garrison and Independence ? Remember the stupid zig zag concrete things and the way-too-small roundabout thing in the road that we all had to avoid a car crash around ? Do you think that was 100s of 1000s of your dollars well spent ? Duh. The City is ripping them out this month. Or what about the rubber speed bumps and round-abouts on Grandview Avenue ? Do you thing those were dollars well spent and wasted ? Ummmmmm. Duh.

Again I will say, "Watch the pennies and the dollars will take care of themselves". This is exactly how I will vote on and manage small and huge City projects and endeavors if elected.

It's currently unclear how much total money Arvada has spent on homelessness across all departments and programs—a lack of transparency similar to Denver's budgeting issues. What specific steps will you take to create a comprehensive, publicly accessible accounting of all homelessness-related expenditures? 

This entire project was a mess from the beginning. I will reopen the entire project discussion and execute it properly this time, with all members of City Council working as a unified team, not scattering when they get afraid. Ask yourself, "where was the Mayoral leadership on this project mess when Bob Fifer and John Marriott were trying to unify, not fracture" ? Afraid of loosing future voters instead of making a decision, any decision ? I think so. Hell, I know so.

This City Council is about to loose an incredibly valuable and level headed member, John Marriott. I will follow John's lead and Nathan Mudd's ideals. A vote for Rebecka Lovisone will produce more of the same ole' same ole'. I can promise you that.

After CORE makes contact with homeless individuals who accept help (currently 26% of cases), what specific services should be provided? Walk through your ideal process from first contact to permanent housing.

As I have always said, Arvada's homelessness problem(s) are my number one priority.

I will start a City Council appointed "paid" commission of residents and leaders to meet weekly, navigate the issues, propose sensible budgets and expenditures, fight hard to win the approval of said budgets, and act swiftly to get progress and repair happening. Homelessness is today's modern "virus" in America. We only have a few short years to get the problem in check and in control, before all is lost and it is impossible to go into reverse with. WE NEED ACTION NOW. If you are asking yourself, "why a paid Commission" ? In my opinion, because this commission will be one of the most important decision making bodies the City of Arvada will see and use and need in this Century. We need the best, we need the brightest idealists, and those residents and community members don't come to the table for free, or for cheap.

Arvada's Homelessness Action Strategy failed to meet key deadlines including the plan update (Q4 2024) and communication strategy (Q1 2025). By Q2 2025, the city was supposed to develop a regional funding plan for homelessness services. What services should this plan include, and how much should Arvada contribute relative to other Jefferson County cities? Additionally, how does Adams County play into this regional approach, and what specific steps will you take to improve the strained relationship between Arvada and Adams County on cross-border issues?

The intergovernmental agreement (IGA) that is in progress/process with Arvada, Golden, WR, Lakewood, Edgewater, etc.... IS PROGRESS IN THE RIGHT DIRECTION. I will fully support this endeavor if elected, with all of my heart. The homeless commission I will be proposing will need to be fully part of City Council and City Managers decision(s). I will not accept decision making in any other way, especially when it comes down to nickel by nickel, budgetary transparency. Period.

Given Arvada's current infrastructure capacity and budget constraints, what's the maximum number of new housing units you'd support annually, and what infrastructure improvements must be completed first? How much of this should be affordable (and how do you define affordable)?

No answer was provided.

Name one current zoning restriction you would eliminate and one you would strengthen. Explain how each change would specifically benefit Arvada residents.

No answer was provided.

Police services receive funding through both the general fund and two dedicated tax increment funds (.21 and .25) totaling $16.1 million in 2025, plus seizure funds. What is the total amount Arvada spends on police across all funding sources, and do you believe this level is appropriate to cover new expansions in West Arvada while still providing East Arvada with the service it needs? 

Addition of the Colorado Rangers on foot patrol in Olde Town Arvada was a genius move on the part of Arvada Police. Genius. It's working, and it's working FAST and EFFECTIVLY. We need to keep this project going, and we need to get some effective budget into this project.

I want to see a mass expansion of both the Colorado Rangers program and the CORE officers with Arvada PD.

On a ride-along I did with Arvada PD last month, the officers spoke about how effective both of these programs "could" be if funded correctly. I concur. If elected, I will stop the flow of wasted dollars going into the "unspecified" homelessness budgets, and get on with the business of (1) contact, (2) offer support and resources, and (3) if support and resources are declined, revert to enforcement, enforcement, enforcement.

Should Arvada expand mental health crisis response beyond the current CORE program, or is the current approach adequate? If expanding, specify the additional staff, training, and budget required.

Yes. Yes. Yes. Homelessness and mental health go hand in hand. These problems are chipping away and decaying the health and vitality of not just Olde Town Arvada/District 3, but all of Arvada. Businesses are hurting. People are loosing interest in Olde Town/District 3 because of never knowing what to expect when it comes to a safe and enjoyable experience. Hell, I was notified just yesterday that a 13-year-old kid stepped on a potentially drug used needle at the Arvada Library fountains last week. What an experience disaster. Can you imagine being that kid's parents and the worry involved ? Is it worth expanding additional staff/training/budget to put this problem to rest ? YES. YES. YES.

Expansion of CORE, AFPDs homelessness agendas, and homeless navigator programs need to keep going, but with sensible and reasonable spending. Not just throwing cash as it and hoping it will go away. Not just kicking the can down the road. Not just relaying on an indecisive City Council / Mayor who is just crossing fingers, and hoping the problem will just go away before the end of their watch.

Again, I will say. If you happy just accepting the same 'ole, same ole, then vote for Rebecka. However, if you WANT CHANGE.....Aaron Skoff, www.AaronSkoff.org. I can promise you that.

Beyond standard city council meetings, describe three specific mechanisms you will implement to actively seek input from residents who typically don't engage with city government. Include how you'll measure their effectiveness within your first year.

If elected, I will be devoting my entire Tuesday, every week, every month, every year, to meeting with YOU, meeting with decision makers, and looking for the best and brightest ideas for District 3, and the City of Arvada as a whole. I will set up regular office hours, be it at City Hall, or at La Dolce Vita. I don't mind. Tell me where you want to talk, and I will be there with ears, AND ideas.

I do not plan to let my efforts stray from the agendas YOU want to see get accomplished. I will not be volunteering, or be "volun-told", to work on senseless or ineffective committees or intergovernmental BLA BLA BLA.

I am not a politician. I am a resident. I am a volunteer. I am a father. Just like yours, my time should never ever be wasted. I can promise you, I will ALWAYS listen to you with effectiveness and reason, with service before self.

When a controversial development or policy proposal divides the community, walk us through your specific process for weighing competing interests. How do you decide between vocal minorities and silent majorities?

Logic and Reason. Plan and simple. I do not sugarcoat the truth. I see no point in it. If I am wrong, I will always admit it. But if there is a chance for the right decision to be made, I will fight for it.

Ask yourself. Can you truly expect that same answer from my competitor and/or the rest of the City Council ?

Describe a time in your professional or personal life when you had to acknowledge a costly mistake and change course. How did you handle the accountability and prevent similar errors while communicating the mistake and lessons learned?

Open conversation solves all.

If you discovered that a city program you publicly supported was failing to achieve its goals—like the current homelessness strategic plan—would you advocate for its elimination or major reform? Give a specific example from your experience.

Let's cross that path when we get there. With the right conversations and discussion, the right answers are always out there.

Considering the idea of an elderly person planting a tree for the shade he or she will never experience, what is your long term vision for the city in an effort to leave it better off than you found it?

I am an Arvada native. I love this City. I love my daughter's life in this city. Arvada is part of my entire soul. Fremont Elementary to Oberon Junior High to Arvada West High School. I have seen many changes happen over the years, some good and some not so good. I am not looking at myself as just 1 vote on a body of 7, but rather as the loving custodian and protector of something that is beautiful, but needs some extra support and polishing.

Am I ever leaving ? No. Never in a million. Will I wander the planet a little with my daughter Harper Alexa as the years go on ? Yes. Travel is the cornerstone of a truly happy life. Arvada will always be the center of me, my daughter, my sister, and my parents. I fought very very hard to be part of the Olde Town Arvada, even when the world told me I could not afford it. Olde Town IS the gem of the City and just being here gives me both breath and life.

The next generations of Arvadans are coming, and coming quickly. I want everyone who finds this special place special; to really have an opportunity to let it become part of their soul as well.

Is there anything else you want your constituents to know about you?

If you have ideas or hopes, come find me please. I will always listen. We can always find a common story to share.

I'm not running this campaign like every other campaign has been run in the past. I'm not doing the YAK YAK YAK and the BLA BLA BLA, the candidate forums of the ELKS or the RVC, the plastic yard signs or the pointless mailings. I'm doing it REAL and with true purpose.

I'm not a politician. I'm your neighbor. I'm not running for another term in 4 years, and I'm not running for another office, ever. Quite frankly, in my opinion, that is not what Arvadans want or need in this time of great change. They needs leaders who will listen, even if opinions don't match their own. Let's walk together and talk about the future. The right answers ARE out there.

What is your background in financial management and planning?

I bring a strong foundation in financial management and planning that’s rooted in both personal experience and practical application. I was raised in a household where financial literacy was prioritized. My grandfather was an accountant, and my father’s deep understanding of investments, budgeting, and fiscal responsibility shaped how I viewed money from a young age. I was invited to engage firsthand, often sitting alongside my dad in our home office, an early classroom in financial stewardship.

This upbringing instilled a deep respect for planning, spending, and the difference between needs and wants, principles I carry with me into public service. As a homeowner, former small business owner, and current candidate, I continue to apply these values by balancing competing priorities and planning ahead with care.

Since launching my campaign for City Council, one of my earliest meetings was with Arvada’s Chief Financial Officer because I want to learn and understand the line items. I approach budgeting with curiosity and analysis of opportunity costs. I believe that public dollars must be spent transparently and with community priorities at the forefront. I believe that financial planning and responsible spending are fundamental to effective governance. While I continue to expand my knowledge in this area, I am eager to deepen my expertise and genuinely enjoy analyzing and tracking the city’s financial pathways.

I am ready to bring the mindset of curiosity and accountability to the council. My goal is to help Arvada make smart, strategic investments, without placing unnecessary financial burdens on residents. Additionally, I will share this information consistently in an engaging way, through newsletters and in person events such as coffee chats. If you want to learn more about how your money is spent through the city, I will be an approachable and welcoming bridge to that knowledge.

Arvada's total budget decreased from $387.4 million in 2024 to $365 million in 2026, yet revenues are projected at $380.4 million in 2026. How will you ensure this $15.4 million surplus is spent transparently and where do you think these funds should be allocated and how will you determine if these areas of spend are a need or a want?

While it may appear that a budget surplus creates flexibility, the reality is more complex. Much of the city’s budget is tied to specific “buckets,” meaning funds are allocated for certain departments or functions and can’t easily be shifted elsewhere. For example, during a conversation with the City’s Chief Financial Officer, we discussed the allocation of funds for 25 police officer positions, roles that went unfilled. While this created an appearance of savings, it actually reflects an unmet need in public safety staffing, not excess funds to be freely spent elsewhere.

As local leaders, we have a duty to hold space for two-way conversations. We must proactively invite feedback and be receptive when approached, because determining whether spending is a “need” or a “want” begins with listening. I am currently engaging the public through canvassing, meet-and-greets, and open community events. I believe this work doesn’t stop after the election and as your representative, I will constantly work to understand your needs and perspective. Transparency is not just about publishing financial reports, it’s about making information accessible and engaging to residents in a way that is convenient.

Much like a homeowner experiencing the need to replace aging appliances all at once, Arvada is facing a similar dilemma, particularly to our water treatment system. We have options and opportunities on this project, in how we replace the critical infrastructure. Our city’s Infrastructure Director mentioned implementing a tier system of water usage along with taking a deeper look into how much of a home's income goes towards utilities. I believe this kind of breakdown will support our investment in more impactful and energy-efficient solutions, lead with community voices. They will require upfront investment, but will lead to cost savings and environmental benefits in the years ahead.

Finally, I will work to ensure that our two-year budget process, 10-year financial plan, and Comprehensive Plan are aligned with the community’s priorities, not just leadership’s assumptions. By putting residents at the forefront of financial planning, we can build a future that’s fiscally responsible and led by a confidence in leadership.

The city has made two costly capital purchases that remain unused: the $6.35 million ECA building (currently for sale) and a $2.75 million Marshall and 52nd property. These represent $9.1 million in potentially underutilized taxpayer money. What accountability measures will you implement to prevent future unused capital expenditures, and how would you repurpose these assets or recover costs?

One of my favorite quotes is by Nelson Mandela: “I never lose. I either win, or learn.” The purchase of the ECA building has taught our city an important lesson about opportunity cost. When we say yes to one thing, we are saying no to something else. From my perspective, there are two key lessons to be learned from the ECA project. First, the guiding document for the initiative is titled the drafted “Homelessness Action Strategy.” The fact that the plan is still in draft form is a clear indication that we were not ready to proceed. Moving forward, we should not advance a project of this scale without a finalized and approved plan in place. Second, our homelessness action plan places community engagement fourth when it should be first. I believe accountability begins with listening and as a council member I will share the “why” behind a potential project and remain open and transparent on leadership’s vision and perspective. Community trust must guide every capital expenditure and residents should be brought into the conversation before projects take shape, not after.

Our residents elect us to do the work. That includes admitting when we don’t have all the answers and finding someone who does. This mindset has guided my campaign and I’m proud of the city staff who are currently working hard to break down financial line items and audit for the upcoming budgeting cycle. Looking ahead, we will be writing the next Comprehensive Plan as the current is from 2014 and is out of date. I’m taking the time now to understand the full complexity of these resources and to learn directly from the staff who work with them every day. I will lead with both humility and confidence, grounded in a solid foundation of knowledge to serve our community responsibly. That’s why I’ve already met with folks like our Chief Financial Officer, Infrastructure Director, and current City Manager, along with many others.

In short, smart asset management means protecting what we have, while planning wisely for what’s ahead. Every dollar should work as hard as the people who earn it, serving our community today and laying a stronger foundation for tomorrow. It is the responsibility of the City Council to do the work required to make educated decisions and confidently advocate for our residents and workforce.

It's currently unclear how much total money Arvada has spent on homelessness across all departments and programs—a lack of transparency similar to Denver's budgeting issues. What specific steps will you take to create a comprehensive, publicly accessible accounting of all homelessness-related expenditures? 

Homelessness isn’t just a line item in a budget, it’s a complex human issue that impacts our entire community. Providing supportive housing, permanent housing and essential services, has been shown to be more cost effective than relying solely on shelters or emergency services. According to the National Alliance to End Homelessness, a chronically homeless person costs taxpayers an average of $35,578 per year, while supportive housing costs approximately $12,800 per year. Addressing homelessness in a fiscally responsible way is not only possible, it is proven to save taxpayer dollars while producing better outcomes for those in need.

While the question suggests a lack of transparency, the City of Arvada has already taken meaningful steps toward documenting related expenditures across departments. The Strategic Plan, Biennial Budget, and draft Homelessness Action Strategy each outline both current allocations and planned financial tracking improvements. For example, we know that according to the Homelessness Action Strategy, expenditures were estimated to be between $2.2 million and $2.5 million, sourced from the general fund and grants. In addition, the City has secured a three-year, $1.9 million grant from the Colorado Department of Local Affairs to support outreach, shelter, and bridge housing services through 2026.

That said, I believe we can improve how this information is compiled, presented, and made accessible to the public. If elected, one of my first priorities would be to clearly define leadership roles, responsibilities, and expectations beyond City Council, such as the creation of a policy group focused specifically on this topic. I would request consistent bi-weekly meetings open to the public and all relevant stakeholders to foster consistent accountability and a shared agenda. We can’t see the full picture unless all parties are at the table and once that collaboration is in place, it’s essential that roles and responsibilities are clearly communicated and tracked. City Council’s role is not to create the plans, but to review and approve them.

Finally, it is the responsibility of the community to take care of the community. Fiscal planning and city programs can only go so far. Lasting change requires residents stepping up to volunteer their time, share their skills, and give back. There is a direct correlation between how we care for our unhoused neighbors and the health of our city as a whole. When we invest in people, both financially and personally, we strengthen the entire fabric of Arvada.

After CORE makes contact with homeless individuals who accept help (currently 26% of cases), what specific services should be provided? Walk through your ideal process from first contact to permanent housing.

The steps below are my personal perspective on how we could more effectively respond to homelessness, the responsibility of City Council, and my vision for a coordinated and community led approach. Programs like CORE are an important entry point but they can’t be the only door to help. We need a regional coalition that unites city and county staff, nonprofits, faith groups, and other service providers under the leadership of a secular nonprofit. Models like Bridge House’s “Ready to Work” and the Tri-Cities’ coordinated navigation system show how this leadership structure works. A central organization like “Change the Trend” acting as the umbrella, coordinating resources, tracking progress, and ensuring goals are met. This way, services remain inclusive, consistent, and sustainable across communities and both faith-based communities and government can be held under the umbrellas.

Step 1: Quick Connection Whether someone accepts help or not, each interaction results in the individual being looked up on the “By-Name List” to find their case manager or assign one immediately. Within hours, they connect with that case manager to discuss the best program options and identify immediate needs. Along with confirming and updating the “By-Name List” database, this process will guarantee individual profiles are up to date and build a clear picture of the individual as a person while documenting their story in a way that is available to all involved parties.

Step 2: Intake and Assessment During intake, personal belongings are carefully processed and any prohibited items like drugs or weapons are confiscated for safety along with the commitment of sobriety being essential. A thorough assessment identifies needs in three areas: recovery, rehabilitation, and reintegration with each area addressed separately to ensure focused and professional care.

Step 3: Individualized Support Shelters can provide a safe bed, meals, and laundry, but true stability comes from personalized recovery plans that include therapy, counseling, and peer support. Like Mission Arvada’s model, this step integrates food, healthcare, case management, and behavioral health in one place; additionally plans are tailored for trauma recovery, medication management, and long-term stability.

Step 4: Skill-Building & Community Integration Structured daily routines, group and individual counseling, and when needed psychiatric care help people develop healthy habits and process past challenges. Reintegration programs include peer-led support, job training, volunteer work, and mentorship to build both confidence and community ties. Businesses partnerships providing this kind of employment and training are necessary.

Step 5: Group Housing Graduates of earlier steps move into shared, sober living environments. They attend therapy and peer support sessions, maintain regular check-ins with case managers, and benefit from residential staff for security, structure, and accountability.

Step 6: Permanent Housing & Ongoing Support The ultimate goal is permanent housing with ongoing wraparound support case management, therapy, and peer groups. Continued follow-ups and mentorship reduce the risk of relapse and help sustain independence over time.

Arvada's Homelessness Action Strategy failed to meet key deadlines including the plan update (Q4 2024) and communication strategy (Q1 2025). By Q2 2025, the city was supposed to develop a regional funding plan for homelessness services. What services should this plan include, and how much should Arvada contribute relative to other Jefferson County cities? Additionally, how does Adams County play into this regional approach, and what specific steps will you take to improve the strained relationship between Arvada and Adams County on cross-border issues?

Arvada’s Homelessness Action Strategy missed key deadlines because of a deeper lack of collaboration. Homelessness is a complex issue that goes beyond city or regional boundaries and requires collective action. Treating it as an isolated challenge and working independently won’t make an meaningful impact.

A strong model to build on is Bridge House, a Colorado nonprofit that recently opened its third "Ready to Work" program house in Englewood. This 9–12 month program currently offers 50 long-term beds, paid employment, sober communal housing with meals, and case management. Programming includes addiction recovery, career counseling, and aftercare while boasting a 75% graduation rate, with 80% of graduates remaining employed, housed, and stable after one year. This contributes roughly $3 million annually to the local economy. Next door, the new Tri-Cities Homeless Navigation Center provides 20 short-term beds and day services focused on rapid case management and housing placement within 28 days, resulting in an average positive economic impact of $12,000 per individual served.

It is the responsibility of the county to develop the regional funding plan with cities like Arvada holding them accountable in doing so through the bi-weekly meetings previously listed in question four. For Arvada’s regional funding plan, we need to make sure it covers both immediate shelter options and longer-term recovery programs that include housing, job support, mental health, and addiction services. Arvada should contribute based on its size and the local needs compared to other cities in Jefferson County, so everyone shares the responsibility. Since Adams County faces many of the same issues, it’s important we work closely together. That means setting up regular, open communication and creating joint teams to tackle cross-border challenges. My plan is to focus on teamwork, sharing data, and setting common goals to build trust and get better results for the whole region.

Given Arvada's current infrastructure capacity and budget constraints, what's the maximum number of new housing units you'd support annually, and what infrastructure improvements must be completed first? How much of this should be affordable (and how do you define affordable)?

Before setting a target for new housing units, we first need to review how accurately we predicted growth and budget needs in the last Comprehensive Plan. As we work on the next plan and our financial strategy and planning, it’s crucial to learn from past mistakes and set realistic, achievable goals. Presentations on this will start coming before City Council by the end of the year, and I recommend sharing this information through a clear comparison that highlights where and why we missed previous targets. I will advocate for upgrading and expanding our water treatment facilities, improving roads, enhancing bike and pedestrian paths, and focusing on energy efficiency and sustainability as we plan for the future.

Arvada’s Housing Advisory Committee is developing a "Public Education Initiative" to collect the data needed to build community support for a range of housing types, including apartment buildings, duplexes, and townhomes. They are also exploring ways to encourage developers to include units accessible to multiple income levels in their projects. Currently, about 75% of Arvada residents own their homes, with 71% of housing units being single-family detached. The median home price exceeds $600,000 and residents earning less than 50% of the Area Median Income (AMI), such as service workers and teachers, struggle to find rental units. Additionally, those earning less than 120% AMI face challenges buying homes. These figures don’t fully account for additional expenses like childcare. Also, 62% of people who work in Arvada and commute from elsewhere have considered living here but couldn’t find housing within their budget.

Data from 2022, based only on current Arvada residents, shows that affordable housing means total housing costs should be less than 30% of a household’s income and Arvada’s population 65+ has grown by 38% in the past decade. Although it’s hard to capture non-residents in this data, the key takeaway is that there aren’t enough affordable units for households earning less than 50% AMI. This means many residents are likely cost-burdened, while 82% of local jobs are filled by commuters and 64% of residents work outside the city. This raises the question, do we want to be a bedroom community?

Name one current zoning restriction you would eliminate and one you would strengthen. Explain how each change would specifically benefit Arvada residents.

One zoning change I’d like to see removed is the minimum parking requirements. These parking rules drive up construction costs, make rents and home prices higher, and make it harder to create diverse housing options. Along with that, we should make it easier to build accessory dwelling units (ADUs) so homeowners can add more flexible living spaces.

Updating multi-use zoning to support these changes would promote more natural growth by mixing housing, shops, and services in the same areas. This helps create “third spaces” like cafes, parks, and community centers where people can gather along with amenities that improve quality of life.

Getting rid of parking minimums, simplifying ADU rules, and embracing multi-use zoning would lower development costs and free up space for more housing and community resources to grow mindfully and naturally. This approach fits perfectly with Arvada’s goals around walkability, diverse transportation options, and sustainable neighborhoods while protecting the city’s charm.

Unfortunately, zoning changes and infrastructure planning measures often fail to meet deadlines or deliver the intended results due to a failure to collaborate. This is not a problem unique to Arvada, it has persisted across cities and countries for centuries.

Police services receive funding through both the general fund and two dedicated tax increment funds (.21 and .25) totaling $16.1 million in 2025, plus seizure funds. What is the total amount Arvada spends on police across all funding sources, and do you believe this level is appropriate to cover new expansions in West Arvada while still providing East Arvada with the service it needs? 

Based on Arvada’s 2025-2026 Biennial Operating and Capital Budget the total projected expenditure for police services across all funding sources is approximately $52 million. These combined resources support staffing, operations, and specialized services across the city, including the recent expansion to West Arvada.

The city has taken steps to adapt police services to population growth and the changing community needs. The Whisper Creek Community Station opened in 2019 to serve West Arvada’s expanding neighborhoods and is designed to accommodate future growth. This facility is part of a bigger strategy that promotes community connections and improved responsiveness. Rising costs for labor, materials, and infrastructure are placing increasing pressure on budgets. Additionally, complex social issues like homelessness demand police resources and coordination with other agencies.

It is important that the city finds ways to collaborate effectively with nonprofits, volunteers, case managers, and other community partners. This will help reduce the burden on police officers, allowing them to focus on necessary law enforcement, duties while the community shares responsibility for providing comprehensive support services. According to the 2023 Community Survey, most residents (about 90%) feel safe in their neighborhoods, showing that our current public safety efforts are working. But as Arvada grows, especially in West Arvada, we’ll need to keep a close eye on the budget and look for new ways to fund these services so they can keep up with the community’s needs.

Arvada is investing about $52.4 million to keep our police supported and spread out across the city, making sure every neighborhood gets the attention it needs. They can’t do it alone and to keep our community safe and strong we need everyone such as neighbors, nonprofits, volunteers, and social workers to come together and share the load. We should work as a team to make Arvada a safer place for all of us.

Should Arvada expand mental health crisis response beyond the current CORE program, or is the current approach adequate? If expanding, specify the additional staff, training, and budget required.

Untreated mental health conditions like schizophrenia, bipolar disorder, borderline personality disorder, and trauma-related illnesses make it really tough for people to keep stable housing, jobs, and relationships. When folks don’t get the care they need, it can lead to homelessness and cycles that put a huge strain on city resources.

Mental health support isn’t something the city can handle alone, it’s a community responsibility. Our current system fails many people because of things like misdiagnoses, high treatment costs, not enough trained providers, stigma, and underfunding. Instead of relying solely on emergency responses, we need to build caring, supportive networks that empower people and go beyond just putting out fires.

One of the most promising and cost-effective ways to do this is by expanding access to peer-led support groups. These create spaces where people feel truly understood, which clinical settings often can’t provide. Encouraging open conversations about mental health and addiction in welcoming environments, can help prevent crises and reduce the need for expensive emergency services. By leaning on volunteers, community groups, and trained peers, we can provide meaningful support while easing the burden on city budgets.

Beyond standard city council meetings, describe three specific mechanisms you will implement to actively seek input from residents who typically don't engage with city government. Include how you'll measure their effectiveness within your first year.

I’m already building meaningful connections through coffee chats, happy hours, park playdates, neighborhood canvassing, and porch conversations, laying the foundation for the kind of representation I will bring if elected.

If there’s a development or project happening in your neighborhood, I’ll lead the canvassing and show up at neighborhood meetings for in-person conversations and presentations. I’ll be at your door genuinely wanting to hear your thoughts, concerns, and ideas because that’s how we build trust.

I also use a monthly newsletter, a public Google calendar, and carefully timed event reminders to keep residents informed without overwhelming inboxes. I get it, you want to enjoy a movie or dinner with your family while city council members do the work. Communication should be respectful of your time and designed to invite participation on your terms.

I’m deeply involved in community organizations like Kiwanis, the Arvada Historical Society, and the Arvada Community Garden, as well as working part-time at the Arvada Center. This ongoing presence in our community allows me to reach residents who don’t always participate in civic engagement but whose voices are needed for effective leadership.

To measure success in my first year, I’ll continue to track participation at these events, monitor newsletter engagement, and gather feedback to ensure we’re hearing from a diverse range of residents. Representation isn’t just about elected officials showing up, it’s about creating safe, welcoming spaces where residents feel comfortable asking tough questions and leadership that listens.

When a controversial development or policy proposal divides the community, walk us through your specific process for weighing competing interests. How do you decide between vocal minorities and silent majorities?

I welcome conflicting views because listening to all sides helps us better understand issues like development and policy. I will hold additional town halls and open office hours, while continuing to canvass neighborhoods just like I'm doing now on the campaign trail. When we meet people where they are and have approachable conversations, we ensure that even those who do not usually engage have the opportunity for their voices to be included.

I believe leadership has a responsibility to make it as easy as possible for residents to participate. When we remove barriers to communication and encourage dialogue the controversial issues become less about conflict and more about opportunities for innovation and insight. It’s through these types of conversations that we can find solutions reflecting the community’s diverse needs and values.

The leadership I will bring to Arvada is based on providing a variety of feedback opportunities acknowledging that not everyone has the same schedule or preferences. I will find the harmony between passionate advocates and reaching the broader community while fostering trust through transparency and reliable outreach.

Describe a time in your professional or personal life when you had to acknowledge a costly mistake and change course. How did you handle the accountability and prevent similar errors while communicating the mistake and lessons learned?

In a past role, I ran into some setbacks because I hadn't seen all the factors early on. Instead of ignoring the problem, I owned up to it and talked openly about what was going on. I reached out for help from colleagues and that brought fresh ideas and helped find solutions faster.

One lesson was learning to focus on what we can control and letting go of what we can’t. By clearly defining who was responsible for what, our team concentrated on the things we could influence and avoided wasting time or energy on things we couldn’t. This made it easier to say no to requests or changes that would pull us off track or strain our resources. I believe that having clear procedures helps any team remain consistent and make effective decisions, especially when things become stressful or uncertain.

To prevent making the same mistakes, we updated our process to include regular check-ins and reviews so we could catch issues early and adjust as needed. We also set up clear communication routines so everyone stayed in the loop, which helped avoid confusion and build trust. This approach has become a key part of how I manage projects and this experience taught me that being honest about mistakes, asking for support, and staying open are crucial to growing and improving as a professional. I carry these lessons with me to make sure I stay accountable and raise the standard of communication in teams I am involved with,

If you discovered that a city program you publicly supported was failing to achieve its goals—like the current homelessness strategic plan—would you advocate for its elimination or major reform? Give a specific example from your experience.

If I found out a city program I supported wasn’t hitting its goals, I’d push for fixing it instead of cutting it. When you back something publicly, you own the results, good or bad. Being accountable means admitting when things aren’t working and being open to help and change because that’s how you build trust and grow as a leader.

I’ve been there personally, when I was leading a project that wasn’t going as planned because of some early choices I made. I took responsibility, stayed honest with my team, and asked for advice. This experience taught me how important it is to be open, work together, and focus on what you can control by having clear roles and good processes.

When it comes to something like the city’s homelessness plan, I think it’s crucial to figure out what’s working and what isn’t. Everyone involved, especially those with firsthand experience needs a seat at the table to help reshape the plan.

Big changes let us build on what’s already there while fixing problems like missed deadlines or poor collaboration. Leadership is about being flexible and always looking to improve. Removing a program without trying to fix it can mean losing progress and important relationships. By reforming and strengthening the plan, we can better serve the community and hold ourselves accountable to do better next time.

Considering the idea of an elderly person planting a tree for the shade he or she will never experience, what is your long term vision for the city in an effort to leave it better off than you found it?

I look to the Native American proverb, "We do not inherit the Earth from our ancestors, we borrow it from our children" to elaborate on this. It's more than a beautiful quote, it’s a call to action for how we make decisions as a city. Every choice we make today about housing, infrastructure, parks, sustainability, and fiscal responsibility will shape the quality of life for the next generation.

I’m incredibly excited and deeply grateful to be running right now because our city is at a pivotal moment. This winter and into early next year, we are not just talking about the future, we are building it! We’re developing our comprehensive plan, mapping out our next budget cycle, and creating a 10-year financial plan. That means the values and priorities we set in the coming months will guide our city for the next decade.

We have the opportunity to be mindful and to invest in programs and infrastructure that meet today’s needs while setting the stage for long-term stability and growth. If we approach this process with transparency and accountability, we can make sure we’re not just borrowing from our children’s future, but actively creating a community we’ll be proud to hand over to them. Now is the time and the next ten years start today.

Is there anything else you want your constituents to know about you?

Here are five things I want you to know about me that go beyond being a candidate.

My life and leadership are guided by the core values of bravery, growth, and reliability. I’m here to serve people, not chase power and I truly believe that listening and respectful dialogue are the key to productive City Council work. I grew up in a family with a variety of political views and both religion and politics were passed around the table constantly like mashed potatoes on Thanksgiving. I recognize now more than ever that growing up where there was always space to hold conflicting views is a gift. That same spirit of unity and community is what I want to bring to Arvada’s leadership.

I’m a big believer that decisions should be made with the community, not for the community. That’s why I will host events that bring city employees and elected officials into a more casual public environment, focused on education, transparency and maybe even some creativity and innovation. I value our neighborhood leaders network and know that community engagement isn’t just a box to check, it’s the foundation for tackling big issues like homelessness. We must take account of volunteer programming we already have and find ways to make it more interconnected, with a common agenda.

My background in hospitality has taught me how to keep calm under pressure, resolve conflicts, and work to promote value and inclusion. As Chair of the Arvada Festivals Commission, I worked to streamline operations, reduce volunteer burnout, and lead zero-waste initiatives. I’ve helped modernize systems at the Arvada Community Garden and Historical Society because I believe “that’s how we’ve always done it” is never a good answer. I’m also proud to be involved with groups like the League of Women Voters and the Arvada Kiwanis Club. Volunteering and service is who I am and I'm ready to work for you.

Lastly, I believe building an inclusive future starts with facing our history honestly. We must include difficult parts like the city’s connections to the Ku Klux Klan and the negative effects of the Homestead Act on Native American populations. I support partnerships that work to educate, address systemic inequities, along with promoting fairness in policing and economic opportunity. For me, equity isn’t just a buzzword, it’s a daily practice of truth-telling, collaboration, and creating a community where the whole story is told, not just what's comfortable.

I’m an open book. If you want to know more, check out my website or better yet, just reach out. I’m always happy to chat over coffee, a call, or a text.

Phone: (720) 515-9484

Email: rebecka@rebeckaforarvada.com

Website: RebeckaForArvada.com