What I Stand For
If elected, I will work with other Trustees and IVGID leadership to advocate for fiscally responsible short and long-term maintenance of, and investment in, superior utility infrastructure/services and community-owned recreational facilities and programs to make our community an attractive place to live, work and invest. I will also advocate for the operating model for recreational facilities that has made the community successful over the past decades, one that manages and optimizes the facilities as portfolio for the benefit of the community and its residents as a whole. I will prioritize rebuilding and investing in IVGID staff, making IVGID an employer of choice, and an attractive place to start and develop a successful career.
Consistent with this statement, I will work to support:
A District operating model where Trustees operate in an oversite and guidance role. A model where the BOT, acting through consensus decisions, is responsible for managing the general manager and partnering with the GM and his/her designees to develop clear annual and longer-term strategic priorities and plans. A model where IVGID leadership, comprised of experts in their field, is then given the authority and autonomy to execute those priorities and plans without interference from the Board.
The rebuilding of IVGID staff back into a high-performance organization. I believe IVGID should be an employer of choice, an attractive place to start and develop a successful career. This begins with fair and respectful treatment of IVGID employees. I would strongly advocate for an environment free of harassment of any type (harassment from Trustees, management, other employees, and residents), where offenders are held accountable and where consequences are clear and decisive. I would advocate for compensation and benefits informed by market conditions. This includes the utilization of our superior recreational facilities/programs as a tool to attract and retain talent.
Proactive investment to maintain and improve the operating capacity and efficiency of our utility infrastructure.
Proactive, smart investment in the recreational facilities owned and operated by IVGID that will enhance the quality of life of Incline residents and the attractiveness of Incline as a residential community. I will prioritize the replacement of aged and dysfunctional dining facilities at Incline Beach and Diamond Peak’s Snowflake Lodge, expansion of the Rec Center, refurbishment/reconstruction of tennis and pickle ball courts, along with ongoing maintenance and improvements at the golf and other recreations facilities to retain their premier status.
The view that we are a common interest community, and as such, that the recreational venues and other assets owned and managed by IVGID are made available primarily for the benefit of the community as a whole. This involves a “portfolio” approach to managing our recreational facilities - one that seeks to operate the recreational venues as a mutually reliant and sustaining set of venues at the total District level. As such I support the return to an ongoing collection of a reasonable annual recreation facility fee from all parcel holders that, along with excess funds from the more commercially viable venues, will provide a sustainable level of investment needed for all venues. I will also support operating policies related to the venues (pricing, preferential access, etc.) that will prioritize residents, their guests, and our employees, with visitor pricing being informed by our competitive peer group.
A Board of Trustees that partners with, works constructively with, and is accountable to the residents and other property owners of Incline Village. More specifically, a BOT that judiciously uses BOT meetings and other public forums to focus on and collect input on the key matters impacting IVGID. I would work with leadership and staff to seek valid and valuable input from the community, not only through public comments, but also through committees comprised of informed and engaged parcel owners and residents to address crucial aspects of IVGID and its administration. This includes more effective and efficient utilization of existing committees (capital and investment, audit, golf, etc.) and ad-hoc committees to address key or pressing priorities, such as employee relations/retention, and utility and recreational infrastructure. This also involves a responsive and responsible approach to public records requests that recognizes residents’ right to access IVGID information but does so in a way that is respectful of ongoing staffing demands and compensates IVGID for abusive behavior.