Putting People at the Center of Digital Transformation

Dan Coldiron, CIO, City of Loveland

With more than 35 years of experience in public sector IT, Dan Coldiron serves as the Chief Information Officer for the City of Loveland. As a certified Government CIO, he champions a people-first approach, leveraging technology not just to address challenges, but to enhance connectivity, efficiency and responsiveness across city services— improving the daily lives of residents.

Through this article, Coldiron emphasizes purposeful digital transformation in resource-constrained communities like Loveland. He advocates for responsible AI adoption, focusing on inclusive training and accessibility and highlights the integration of IT and OT to improve citizen services.

Modern Trends in Motion: Rebuilding the City from the Ground Up

Artificial intelligence is advancing quickly, and its role in government IT is becoming more significant. I’m a strong advocate for its use, not just in leadership, but in everyday tasks. I use it personally to save time and work more efficiently.

The next step is enabling staff at the City of Loveland to do the same. That means helping them understand how to use AI effectively, making the tools accessible, and ensuring they are aware of both capabilities and risks. Data security is a major concern. Staff need to know which tools are safe, what data could be exposed and how to use AI responsibly.

This emphasis on responsible tech adoption extends beyond AI. A recent Colorado law now requires all cities to ensure their public-facing tools are digitally accessible to people with disabilities. That mandate has prompted us to take a broader look at how our systems serve the community and where they fall short.

At A Glance

✔ From Scale to Impact – Dan Coldiron transitioned from a larger city to Loveland to bring high-level expertise where it’s most needed, helping drive meaningful modernization in a leaner environment. ✔ Bridging the Access Gap – With a focus on inclusive digital services, Loveland is working to ensure AI and tech tools don’t leave behind citizens with disabilities or those lacking digital fluency. ✔ Smart Utilities, Smarter Cities – Through close IT-OT collaboration and tools like smart meters and GIS integration, Loveland is making city services more transparent, efficient and citizen-focused. ✔ Empowering the Middle Majority – AI adoption efforts center around the often-overlooked middle group of employees—those willing to learn when shown clear, practical value.

In many ways, digital transformation has always been part of IT. But in Loveland, the urgency is greater. When I was CIO in Fort Collins, we had more resources and capacity to modernize. Loveland is smaller, with a leaner team and years of underinvestment. My focus now is on foundational improvements—modernizing systems, building better internal tools and ultimately improving how we serve the public.

Connected Infrastructure: Merging OT with IT for Greater Value

Loveland is a smaller organization than Fort Collins, where I previously served. The environment there was larger, with more resources and operational technology (OT) played a broader role. Still, both cities manage full-scale utility services—electric, water and wastewater. In Loveland, we also oversee solid waste, stormwater and public safety, including the police department. That’s where OT becomes especially critical. These are high-impact services and often our biggest investments.

To keep these systems running smoothly, we stay tightly aligned with the departments that provide utilities. Our infrastructure is essential to their operations, so close coordination is not just helpful. It’s necessary. For example, utility billing falls under my department, creating a direct operational link between IT and the utility providers. Their investment in smart meter technology means we collaborate closely to ensure systems remain integrated and secure.

“When people understand AI, not as a threat or a trend, but as a tool to help them solve meaningful problems, adoption becomes lasting. That’s how we build a future where AI doesn’t replace the human touch but empowers it”

One of the major initiatives for our Utilities is a new resident portal that will offer real-time insights into energy usage, delivering electricity data in 15-minute intervals. That level of visibility is only possible because of the underlying OT infrastructure, from the meters all the way to our backend systems. It’s a clear example of how utility operations and IT strategy go hand in hand.

I also meet regularly with the Utilities Director, where cybersecurity is always part of the conversation. As national threats to critical infrastructure evolve, we treat our utility systems as high-risk assets. Keeping them secure requires constant vigilance, and that only happens when IT and utilities work as a unified front with open, ongoing communication.

Bridging the AI Gap: Empowering People for Meaningful Transformation

What’s exciting and challenging about AI at the same time is realizing how many untapped places it can be applied, often in ways we haven’t even imagined yet. In a smaller organization with limited resources, the question isn’t just can we use AI, but how do we manage the influx of new tools, ideas and expectations without overwhelming our teams?

For municipalities, the instinct is often to be forward-looking and explore cutting-edge solutions that improve services and streamline operations. But we can’t always be the first movers. Security, scalability and staff readiness are real considerations. One of the biggest challenges in technology is introducing it in a way that makes sense across diverse teams, ensuring it’s both understood and used responsibly.

There will always be a spectrum of users. The top 10 percent of early adopters, who embrace AI before you even finish explaining it. And then there’s the bottom 10 percent, who may be hesitant or even resistant.

The early adopters move fast; they just need guardrails to ensure security and best practices. But for the middle, the need is different; it’s education, support and clarity. We need to show them what AI is and where it fits into their daily work. How can it ease their workload? And most importantly, we need to walk with them as they learn and adapt.

When people understand AI, not as a threat or a trend, but as a tool to help them solve meaningful problems, adoption becomes lasting. That’s how we build a future where AI doesn’t replace the human touch but empowers it.

Better Together: Why Cross-Departmental Leadership Matters

In public service—especially municipal work—you can’t afford to operate in silos. It’s not enough to focus solely on protecting your own department. You must communicate openly, listen actively and bring others into the conversation. That includes departments like utilities, public works or public safety, which often have their own tech teams and distinct challenges. They know their operations better than anyone, and their insights are essential for designing workable, lasting solutions.

That’s why effective leadership in this space requires humility. It means asking the right questions, valuing input across departments, and creating space for shared ownership. The shift happens when you stop thinking about “my department” and start seeing the work as “our responsibility” to the community.

When that shift happens, stronger decisions follow. Solutions become more durable, systems more secure, and services more responsive to the people they’re meant to support.

AI

Utilities

Digital Transformation

Data Security

Critical Infrastructure

GIS