Questions for the IVGID Trustee Candidates

At the IVGID candidate forum many questions submitted by community members went unasked and unanswered. The complete list of submitted questions was graciously provided by the event organizers to be shared in this post and to be used to follow-up with the candidates in hopes of having them provide responses to the remaining questions. This was being offered as a service to our community. The only candidates who have responded are candidates Case, Swenson and Wright. Their responses to the questions may be found below. None of their text was edited. If you notice typos or miswording, we used the exact wording and text as it was provided. The answers are ordered by the candidate’s last name to show no favoritism to any of the answers.

The YouTube video of the forum has been posted on this website (link to that post). The questions asked at the forum are notated.

SUBMITTED QUESTIONS:

1. Mick Holman’s website states that his goal is to create four new facilities: a dining facility at Incline Beach, a new Diamond Peak Snowflake Lodge, a Rec Center expansion and 6 new tennis courts. Estimates are approximately $55 million. How can these expenditures be justified when the 2018 survey results indicated that 68% of the people felt funding priorities should be to improve and take better care of the existing facilities? In addition, almost 100% of people surveyed were willing to increase the Facility Fee by only $50 to $100 annually. This would only provide less than $800,000 per year.

• Mark Case’s response: We are a diverse community. Income levels vary. Some are already moving out of the area due to rising fire insurance costs. We do not need to lose even more residents due to an outrageous rec fee. The facilities mentioned can function as is until there is proper implementation of oversight regarding the finance department.
• Harry Swenson’s response: I don’t believe going on an improvement spending binge is the right approach considering the financial challenges we are going through. We need to get our financial house in order before even contemplating this level of expenditures. The only exception is the currently approved and budgeted capital investments and of course catching up on any deferred maintenance items. A major exception is getting our Incline Beach facility upgraded appropriately (not with the current $16million design, something closer to the $4 million original estimate). The new board needs to work with the community to create a sustainable strategic plan which may or may not include the above listed wishes, this plan must also include budget and financial plans to ensure its credibility.
• Frank Wright’s response: Mick Homan’s goals would be a financial nightmare for our community. We don’t have the money. There is no way we could ever generate the money to accomplishes his goals.

2 – As much as locals love the tourist dollars, the excessive crowding and trash have become problematic. Do you have any ideas for resolving these issues?

• Mark Case’s response: Make sure the entry rules are being enforced at the gates. Initiate and incentivize a volunteer force.
• Harry Swenson’s response: My wife and I often walk our neighborhoods picking up trash. We understand the concerns and breadth of the trash problem in our community. As a friend of mine and the person that got us started picking up trash, Ben Dosseff, says “every piece of trash on the ground ends up in the Lake, making it totally polluted.” He believes, and I agree with him, a major effort needs to be education. He has even used his own resources to create signs describing this problem, unfortunately some have been torn down. We have learned this year through environmental analyses of our Lake that microplastics are in our lake at very high levels. We need to expand Mr. Dosseff’s efforts including a broader segment of the community. I would like to partner with our local schools to develop effective educational material and signage to broadly explain this to all our community and visitors.
• Frank Wright’s response: Tourist dollars are important to our community, but we don’t have to accept the trash. Short term rentals are one of the biggest contributors to the massive amounts of trash that is brought and left in our community.  It’s rather simple actually eliminate short term rentals. 

3 – The current Board of Trustees has burned through a sizable surplus of revenue in the past 18 months. How will you go about restoring financial balance to our community? [ASKED at the meeting – see the YouTube Video]

• Mark Case supplied an additional response: The district finance department is in dire need of proper oversight, internal controls; that are enforced, reporting, transparency and accountable.
• Harry Swenson supplied an additional response: As I indicated at the Candidate Forum, the board has not burned through our revenues, rather what it has done is begin to use the extensive over collection of resources from the community over the years and reduced our Rec Fee to begin to bring us into balance on both the collection and expenditures. I believe we currently have no clue or real understanding of our IVGID finances or costs. I believe that getting our finances and costs in order is the first requirement for the new board. As this is being completed, we need to have monthly status reports of progress until completed. We then need to be transparent with our community and provide a full accounting to the community members in a clear, concise, and understandable way. This will then lead us to a real and transparent understanding of our finances from which the community can discuss how to proceed in the future, and hopefully create a sustainable strategic plan for our community.
• Frank Wright supplies an additional response: Until our financials and our books are open to the public view, it’s impossible to make a decision on how to fix the problem.

4 – Do you believe the venues that our residents own, such as Diamond Peak, golf courses, beaches etc. should be required to ‘stand alone’ financially?

• Mark Case’s response: Each facility needs proper management, oversight, and accountability.
• Harry Swenson’s response: I believe all our amenities provide both intrinsic and actual value to our community. I personally use almost everyone, except pickle ball. As such, they need to operate as efficiently as possible with the total costs understood and at a value that our community and paying visitors understand. We are very lucky that Diamond Peak has made a profit over the last few years due to excellent management and accommodating snow conditions. As a member of the IVGID Golf Advisory Committee, we felt we provided a good plan forward to lead towards sustainability of the golf courses. I will use the expertise that the Golf Advisory Committee provided to move the courses forward to a more sustainable future. Finally, with community involvement in the development of a sustainable strategic plan we all can understand and hopefully gain consensus on how much we all are willing to pay for our wonderful venues and amenities.
• Frank Wright’s response: Each of our recreational venues needs to stand alone. How else can you come to a conclusion on how to properly finance and manage them. 

5 – To All Candidates: Please briefly explain if you are for or against hiring a management company (such as Troon) to take over the management duties of Incline Village. If you are in favor, how do you justify the additional cost?

• Mark Case’s response: There is no justifiable reason to outsource any of our venues. It all comes down to proper management of the finance department.
• Harry Swenson’s response: As many people know when Troon provided an unsolicited proposal to our Director of Human Resources, I read it and made a public comment that I thought it was intriguing. This was in the context of hiring a General Manager with access to professional consulting due to the failure of the traditional approach to hiring a GM about a year earlier. The failure of the traditional hiring was attributed to meanspirited and extremely vocal members of our community contacting the GM candidates with threats and vile actions. These GM candidates contacted the board and withdrew their application, to our loss. This left us without a General Manager for the next 18 months. Also, after the public reaction to the Troon unsolicited proposal, the trustees decided to try again with a general Request for Proposals (RFPs) to accomplish similar functions. What is interesting, is that we received no responses to the RFP, not even from Troon. I find it a bit problematic that top companies that do this type of work won’t even waste their time and resources to make us an offer.
• Frank Wright’s response: I am against outsourcing anything, I believe with proper management we can manage all our venues.

6 – The town seems to be increasingly polarized. What can or should a trustee do to bring us all together?

• Mark Case’s response: Make sure we hire true and accurate general manager that will quickly recognize the overall personality of our small community. I believe with the right GM working with managers as well as the trustees, we’ll get this ship turned around.
• Harry Swenson’s response: First off, speak the truth and lead by example. I have listed the following principles of my campaign Stewardship, Transparency, Accountability, Respect, and Sustainability. I reflect to my NASA roots and call this my STARS tenets. I believe as I hold myself to these principles, I will begin to bring back the trust that the community should have with their Trustees. I have made more friends in my first year as a resident that 30 years during my life in the SF Bay Area. During this campaign I have made many more friends that are beginning to understand the serious issues we are facing as a community. I promise to work very hard and will hold my colleagues similarly accountable to do what is best for our community not pursue any special interest. As my father taught me that in business you need credibility and honesty, or you have nothing. I will bring this philosophy to my trustee position and push it through our local politics.
• Frank Wright’s response: Our town is severely divided because special interest have taken over our venues. We need to operate the venues as profitable businesses, The minimum we should expect is breakeven. 

7 – At the Board’s May 29, 2024 meeting Mr. Homan gave public comment that he was in favor of massive bonding to attend to our aging beach and recreation projects, and doubling or even tripling the Rec Fee to pay for servicing costs on those bonds. The kinds of recreation bonds the District typically issues require voter approval unless 2/3 of our Board vote to dispense with this approval. Never in IVGID’s past has it ever sought voter approval for the recreation bonds it has issued. So with this in mind, I am asking if each candidate will commit here and now to not vote to eliminate voter approval as a pre-requisite to voting in favor of a new beach or recreation bond.

• Mark Case’s response: At this stage of the game, bonding should be a nonissue. We need to get our finances under control. There has been too much indiscriminate spending that has brought us to this point. I am in favor of recreation bonds the district typically issues. That of which requires voter approval unless 2/3 of the board vote to dispense with the approval.
• Harry Swenson’s response: I believe in getting our residents and voters view before taxing and bonding. The above view reminds me of the classic view a lot of politicians aspire to that “they know what’s good for you”. I reject this view, especially in our small community, thus after discussions with the community with the fully transparent pros and cons, I believe we can trust the community to vote on these critical tax and bond issues. The only possible exception might be the need to raise some emergency funds to fix or repair a major infrastructure problem. I am hoping to use my extensive engineering and management skills to ensure that this will never be the case since I will push to understand and alleviate infrastructure risks prior to any “unforeseen” emergency.
• Frank Wright’s response:  Bonding is a lazy person‘s way to finance poor management. 
  If bonding is ever necessary. I believe the voters and the community should decide whether to bond or not to bond. We have been fooled in the past by lazy financial directors. And without public input these employees created a now term called, “smoothing“ to keep collecting on the bonds well past their maturity date. 

8 – a. Many of the recent discussions by the present trustees have centered on the budget and our limited resources. Our recreation facilities have a long list of deferred capital improvement projects. The next group of trustees will be tasked with developing a Strategic Plan that will need to prioritize these capital improvements and set realistic goals as to when they could be accomplished. What would be your list of priorities and why?

• Mark Case’s response: It’s rather difficult to put forth a strategic plan with not knowing what the finances look like.
• Harry Swenson’s response: As you suggest there is a strategic plan that after reading it, it is not a plan but more of general platitudes and a wish list of potential approvements. Our first step in to build a real community strategic plan with a complimentary budget plan to achieve its implementation. Our strategic plan looks more like what I have seen in my 32 years of government as a plan that was created to fill the box, not one that anyone would use. As described on my issues pages of my website I do have some immediate priorities. I believe that we need to get the long-delayed incline beach house upgraded. The lack of adequate restroom facilities, especially for women and the routine utilization porta potties, I find unacceptable, unsightly, and unsanitary.  
  • This simple project has been going in circles for many years and has seen the costs grow from $4,000,000 to currently $16,000,000 due to what I believe is gold-plating and not understanding the real needs.
  • I plan to ensure the designs are adequate with the priority on restrooms for our needs not a 4-Star level professional kitchen that is only open 4 months, but something safe and usable for our actual needs. We might even want to consider an outdoor kitchen, since the major costs of indoor kitchen is all the fire suppression and venting necessary for indoor kitchens.
  • Our recreation center is in desperate need of overhaul. I believe we need to provide a two- pronged attack, first address many of the deferred maintenance and safety items and a limited reconfiguration for current needs and activity.  Secondly, we need to invest in an overhaul plan with our community input to enhance our Recreation Center for our current and future needs.
  • Beyond this I believe we need to do a real and viable strategic plan including our residents (customers), implementers (venue managers) and potential suppliers providing a clear and viable way forward.
• Frank Wright’s response: As I stated at the candidate form, it’s impossible to have a strategic plan when the books are not available to the view, and our finances are in such  disarray.

b. There has been a lot of discussion recently about the wisdom of hiring a management company to implement responses to many of the issues that were outlined in the Rubin/Brown report. Do you think that this would be an appropriate use of our financial resources?

• Mark Case’s response: None provided.
• Harry Swenson’s response: I believe I answered this in a previous question 5. Other than the Rubin/Brown report and its associated directions forward, it appears we need to accomplish this path on our own. From my NASA and consulting experience, I believe with good leadership and appropriate oversite we should be able to accomplish this path by ourselves. The Rubin/Brown findings do not require a rocket science approach (by the way I am an award-winning rocket scientist), just good effective management.
• Frank Wright’s response: As I stated at the candidate form, it’s impossible to have a strategic plan when the books are not available to the view, and our finances are in such  disarray.

c. This is a small community with only 5 members of our Board of Trustees. Small boards always function better when the members have the ability to compromise. Could you give us examples of your experience in working in a collaborative environment and how you believe it is best to make progress on our issues when there are significant differences of opinion amongst the Trustees?

• Mark Case’s response: None provided.
• Harry Swenson’s response: My career as a NASA senior scientist and executive is full of compromise necessary to develop long range research plans with other collaborators including the eventual users/benefactors, potential suppliers, and researchers to develop and execute a viable research agenda. I have a 32-year experience in NASA working with the Department of Defense, the Federal Aviation Administration and other Government agencies to develop and execute research that is beneficial to the overall Nation. Successful plan development and execution is always full of compromise and associated collaboration. In NASA I was taught that we work on the “Big” problems, but I found the only way to tackle the Big problems was to break them into smaller problems that are actually something you can solve, and sooner than you know it we have solved enough smaller problems that you have solved the bigger ones.
• Frank Wright’s response: As I stated at the candidate form, it’s impossible to have a strategic plan when the books are not available to the view, and our finances are in such  disarray.

d. Our present Strategic Plan is a mess, without a single listed goal. When would be the best time for the trustees to develop a new Strategic Plan? What is your experience in strategic planning, and would you favor a seasoned planning consultant to help with this process? [ASKED at the meeting – see the YouTube Video]

• Harry Swenson provided additional comments: This was discussed at the Candidate Forum. I agree on the current “mess” that our current strategic plan is without clear goals or a path to pursue it really isn’t strategic. I have been part and parcel in developing strategic plans for National goals. I worked with the FAA, DoD, Homeland Security, Presidential Science Advisor, National Government Laboratories, and others in what was known as the Joint Planning and Development Office (JPDO) to develop a National Plan for the modernization of the Nation’s Air Transportation System. I have also assisted as a facilitating the FAA’s strategic plan for their implementation role out of their En Route Automation Modernization program. Regarding a consultant, I found that a consulting facilitator is highly beneficial to the process. It is equally important to have customers (IVGID residents), suppliers (IVGID contractors) and implementors (IVGID employees) as key members of the planning team.

9 – What is your opinion about bringing in an outside company to manage IVGID?

• Mark Case’s response: Absolutely not. We can do this with the right people in the right positions.
• Harry Swenson’s response: If we have good leadership that has financial acumen and experience, I don’t think it is necessary. If we don’t, our management is prone to provide what we currently have, untransparent finances, inability to make progress and overall lack of moral fortitude to get the job accomplished. To develop a contract to hire an effective management solution, we need to be able to detail what is necessary for our management requirements, and currently that is clear as mud. So even if we wanted to outsource management, we can’t even describe what a good management solution would be for our enterprise. So at this time as indicated by a lack of response to the IVGID Management RFP it is a waste of time to discuss.
• Frank Wright’s response: I’m totally against it. I believe we’re capable with the right employees of managing what we own.

10 – How do you feel we can maximize use of our amenities such as Snowflake Lodge, etc.?

• Mark Case’s response: Right now, with the way the state of the finances is in, maximizing the venues uses is a viable goal, but, a distraction to the obvious at present.
• Harry Swenson’s response: Right now, I don’t have a real answer other than Snowflake Lodge and many of our other similar amenities are in desperate need of upgrading and other enhancements to make them viable. I would first research any previous plans to further enhance their utilization. Then work with the venue managers to find an effective path forward for enhanced utilization. In talking to one of the employees that works at the Snowflake Lodge during the ski season, he described it as a “scary” building. Thus, this is not a simple answer it will take significant funds to even evaluate its potential utility to be maximized.
• Frank Wright’s response: Snowflake Lodge is kind of a unique building. I think we could serve food and drinks and operate a lift to it during the summer months and put a package together where people could enjoy it and have dinner, but I would suggest outsourcing this to a local restaurant and let them make some money and our obligation would be minimal . This would be the only venue I would ever advocate for  outsourcing.

11 – Would you consider leasing Snowflake Lodge in the summers?

• Mark Case’s response: Sure. If there is an outfit that wants to make a go of it; by all means. It would be a good to see if it is a viable ambition.
• Harry Swenson’s response: Refer to question 10, but I believe we would also need to enhance the Lakeview chair or completely replace it for such a utilization. This level of capital improvement could be a requirement that comes out of our strategic plan development, but I believe a real business case would be required to accomplish this idea.
• Frank Wright’s response: See question number 10.

12 – How do you feel about bringing in an outside consulting firm to assist with running IVGID?

• Mark Case’s response: Absolutely not. We can do this with the right people in the right positions.
• Harry Swenson’s response: Already discussed as answers to questions 5, 8b and 9.
• Frank Wright’s response: I think we have seen enough consultants to last a lifetime. We just need to get our act together and hire the right employees needed to make this community healthy.

13 – What is your plan for the Old Elementary School?

• Mark Case’s response: The old elementary school was purchased by the Tahoe Transportation District. You can refer to the Tahoe Tribune dated November 11, 2021.
• Harry Swenson’s response: The Old Elementary School is owned by Washoe Country Transportation Department. They have proposed that it become a transportation hub, which I totally disagree, and would oppose. If IVGID owned it, I think we could begin to consider investing in it to become workforce housing. But the major problem as I understand it, is it was originally condemned due to its location over the Incline fault. Without knowing the detailed geology of this property and its implications, it is hard to discuss options without this knowledge.
• Frank Wright’s response: You can’t have a plan for something you don’t own. The old elementary school is owned by TTD.

14 – What do you think should be the basis for setting and dividing up the facility fees for the various venues? Do you think the current system is fair?

• Mark Case’s response: Simple accounting. Which venues need the least to operate and maintain; tennis, pickle ball, skate park and which venues need more; Golf courses, Diamond Peak, and the beaches.
• Harry Swenson’s response: I have read the information regarding the pricing pyramid that the current board has adopted and some of the staff material that attempted to implement an approach to the pricing pyramid. The pricing Pyramid seems like a reasonable high-level concept towards pricing and distributing support for the various venues, but I couldn’t make heads or tails of the staff approach for its implementation. With that said I have no idea if the current system is fair or unfair due to the currently available written material. Also, I believe that the community needs to provide input on where we want our resources utilized.
• Frank Wright’s response: I’ve stated in the previous question that each venue should be a stand alone  venue.

15 – The Board has the authority to define guests where the beaches are concerned. How would you define a “guest”?

• Mark Case’s response: A guest is a person that is with a person the has an IVGID picture pass.
• Harry Swenson’s response: I believe “guests” are used in the actual beach deed as paying members of the local hotels. I believe that “guest” is also used in the beach deed as friends or extended relatives of parcel owners. So, I would refer to the beach deed to make an opinion on what a guest is for the purposes of the beach.
• Frank Wright’s response: A guest is someone you know. Not a stranger who you rent to or some outsider you’ve never met. The deed is rather simple, a family member and your guest. 

16 – Do you support some limited summer beach access for dogs?

• Mark Case’s response: As an animal lover, I have to say “yes” to limits to dogs on the beach. The system that is in place now seems to be working okay.
• Harry Swenson’s response: No, not unless it is managed very well and possibly a fee to ensure clean-up and the safety of the young children using the beaches. My wife and I often go on long walks through our community with a trash bag and pickers. One of the most common trashes I pick-up, my wife thinks it is gross, is the little green and black plastic bags containing dog stuff. This tells me some dog owners are just not responsible citizens. Even though it is probably a very small percentage, it is the safety of small children at stake, as such I will err on their side.
• Frank Wright’s response: I’m a dog lover, but I don’t believe beachgoers need to deal with dogs. So I’m against it.

17 – If facility fees are legitimate why don’t cities and counties use them for their facilities?

• Mark Case’s response: IVGID is a quasi-public agency. Charges levied on parcel owners with beach access to fund recreation services and facilities. The fees are determined annually by the IVGID Board and are not based on assessed valuation.
• Harry Swenson’s response: I believe that these governments can use fees to pay for a special benefit such as a legitimate standby service charge for the availability to receive water and sewer services. The other fees they often charge is for specific purposes, such as usage of govt. run museums, pools, or other amenities. Counties and cities can also impose sales and other taxes. They can also use ad valorem taxes such as a GID can as a percentage of the valuation of property. It can be argued that the fees we charge here are for general purposes, not specific, since the money moves depending on need. Thus, the fees here in IVGID, based on this usage is really a tax.
• Frank Wright’s response: A facility fee, which is minimal would never be challenged in court, but when you have a facility with no statutory limit, it now becomes a tax which would make it an illegal assessment.  All assessments must be uniform or they become an illegal tax, burdening some members of the community and eliminating others, IVGID calls the facility fee is standby service charge, by definition a standby service charge it must deliver something to the property, I’m not sure what’s delivered to the property.  The current facility fees are in  direct violation of state and federal laws. 

18 – Michelle Jezycki: Other than ‘giving back to the community’ I haven’t heard/seen any explanation of why you are running. Please share.

19 – Most governments outsource operations when they become too costly to operate. Are there any operations IVGID should outsource? If none, why not?

• Mark Case’s response: IVGID is a quasi-public agency responsible for providing essential services to the communities of Incline Village and Crystal Bay, and does not need to outsource many of its operations. Of course, there are projects like the affluent pipeline and the Diamond Peak kitchen that that still needs to be need to be contracted.
• Harry Swenson’s response: I do not believe this is correct, i.e., outsource when they become too costly to operate. In my government/NASA experience, outsourcing is considered where the number of employees is usually statutorily limited. The term outsourcing is often used when it needs more employees to accomplish a task than are within the government. So, the government in this case contracts out work that is not inherently governmental. That said IVGID currently outsources janitorial services and some large building maintenance (such as painting), due to the need of more workers than currently available within the government, and the job is not inherently governmental. The decision to outsource is usually defined by 1) is this work inherently governmental, if so, then NO, 2) an analyses of cost benefit to the outsourcing, and 3) do we currently have government personal accomplishing the task. These analyses have not been done as far as I know, so I have no information to form a proper answer. At NASA we have outsourced many non-inherently governmental tasks, which sometime was a benefit in costs, but often lost a lot of historical knowledge that had to be re-learned by the contractor. So, in general I am not for outsourcing without compelling evidence to the contrary.
• Frank Wright’s response: I don’t believe that it  takes rocket science to operate our venues. We just need competent  employees.  Outsourcing is out of the question.

20 – Some years ago we had a Parcel-Utilization study that showed how often each parcel used each venue. Will you ask staff to do a similar study to share with the public?

• Mark Case’s response: Venue utilization studies are typically performed by the general manager. If the board feels there is a benefit to such a study, that would be up to the board to ask the general manager to organize such a study.
• Harry Swenson’s response: I believe this data is still being collected so it should be straight forward to accomplish the analyses, and if it is at the request of the trustees, it must be shared with the public due to Nevada’s Open Meeting statutes.
• Frank Wright’s response: Venue utilization studies should be conducted by the general manager. If the board feels there’s a value, that would be up to the board to ask the general manager to conduct such a study.

21 – We were supposedly getting a zero-based budget last year. It never happened. Do you support zero-based budgeting? Why or why not?

• Mark Case’s response: At this point in time, I support ZBB for as long as it to get the mess we are in cleaned up. A quick synopsis: Zero-based budgeting (ZBB) justifies all expenses for each new period. The process begins from a “zero base,” analyzing every function within an organization for its needs and costs. Budgets are then built around what is needed for the upcoming period regardless of whether each budget is higher or lower than the one before.
• Harry Swenson’s response: Yes, zero based budgeting requires the managers prepare their funding based on efficiency and necessity rather than historical allocations. It is also a best practice for the managers to convince not only the funder (You and I), but also each other as to the necessity of their funds. It was interesting, that in last May’s budget marathon, when the venue managers said that they didn’t know what their budget was until it was handed to them. So obviously IVGID didn’t do zero-based budgeting! In my NASA executive experience, we always did zero-based budgeting, and the challenges that I experienced from other managers provided me with the skills and tools to convince the funders that my proposed budgets were necessary.
• Frank Wright’s response: In order to achieve zero based budgeting, you would have to have financials that are in order and that are clear and precise. That would be your first and primary goal once you identified what’s your cost of expenses are you decide on whether or not zero budget is in our future.

22 – Do you think the Central Services costs are justifiable and fairly distributed? If not, what’s not justified What’s not fair?

• Mark Case’s response: There is really no need to have central services. The only billing IVGID does is water and sewer and rec. This need for central services just adds to the financial quagmire.
• Harry Swenson’s response: I cannot form an opinion on this matter because Central Service costs are essentially overhead. In both my government and consulting career, overhead amount is hotly debated and audited by independent organization. I know we always worked to keep these expenses as low as possible to ensure competitiveness. Since IVGID can’t even figure out how to be successfully audited in a general sense, I am not sure anyone can tell if the costs are justified or fair. I will tell you that the managers of the organizations receiving funds from the Central Costs allocations should be able to justify and defend to their funders that they are providing value for the managers of the venues supporting them. This should have been part of the zero-based budgeting that never happened (Q21).
• Frank Wright’s response: Central service cost allocations are in my opinion,  a complete farce. 
  They lack a matrix for charges and it seems to be willy-nilly applied, but like all our financials, it’s hard to decipher anything because so much is hidden or just doesn’t exist within our financial reporting. 

23 – I’ve heard venue managers remark that internal services are not competitive with outside providers. Would you consider outsourcing some/all of these?

• Mark Case’s response: I do not know how to answer this question. As far as I know Internal Services does not share their day-to-day functions with the public.
• Harry Swenson’s response: I think the answer to this is contained in answers to Q 21-22. But I have no real opinion until provided with the justifications of these internal services. It is my experience that if internal services are justified by the resource producing venues than it would beyond my ability to argue one way or another.
• Frank Wright’s response: I cannot answer this question with the limited information that’s provided to the public.

24 – What are the advantages and what are the disadvantages of voting for the ‘slate of 3 candidates?’

• Mark Case’s response: There is no advantage to three people running together. The board should be made of free-thinking individuals that can work together to put forth the best agenda for the residents of the district.
• Harry Swenson’s response: I think that a Chicago style slate is bizarre for a small community as ours. I believe it provides zero if not negative consequences. I think that the trustees should be independent and smart individuals that are well integrated into our community. They should debate with facts and details of any issue brought to their attention. And after debate build compromise and consensus toward a decision. I believe a slate simply brings forward a team of like-minded folks that would have in our case a majority of the board, to do anything they want without compromise with others. Bad Bad Bad! Though I heard from the 3 candidates that they “really don’t know anything of the Political Action Committee that is supporting them.” I find this claim a bit suspect, especially with the fact that the PAC has spent thousands and thousands of dollars on signs and supported “meet and greet” activities. If I knew of some organization spending thousands of dollars on me, I would want to know their motivations prior to accepting their generous funding and support.
• Frank Wright’s response: There is no advantage to having a Slate of candidates running together other than one brain for three people.

25 – For all candidates: What is the one skill or one specific professional credential you have that will most benefit IVGID? [ASKED at the meeting – see the YouTube Video]

• Mark Case’s additional response: I have 10.5 years management experience; hiring, firing, training, performance reviews, etc… Bachelor’s degree in business administration.
• Harry Swenson’s additional response: My management and financial expertise. We need to quickly dig ourselves out of this the financial nightmare IVGID is currently experiencing. I can use my leadership skills to help drive home the need to fix this so we can get to the real business of overseeing IVGID.
• Frank Wright’s additional response: The one thing that I bring to the table and the selection is for 14 years. I have been aware of many of the problems that came out in the Ruben Brown report. I know it needs to be done to fix them! 

26 – a. What do you think is the #1 priority for the IVGID currently?

• Mark Case’s response: Finances, period.
• Harry Swenson’s response: Fixing our finances!
• Frank Wright’s response: The number one priority is to get the financial accounting in order.

b. How would you improve morale with staff?

• Mark Case’s response: Hire the most qualified general manager.
• Harry Swenson’s response: My NASA training and experience has provided me with the view that Morale is directly related to Job Satisfaction and Perception of Value. I also learned in my career, and I believe everyone can attest to, that your job is only as good as your first level manager. That said, I am not sure that the trustees can do much about morale other than to hire an outstanding leader with good financial qualifications to implement a real vision for the staff. I have also heard that at the lowest level some of our employees hear from the managers that blame the trustees for the directions they are given. This I feel is very poor management! As a manager and executive at NASA I often was provided guidance to implement a new management policy. I wound never blame to executives of the policy, simply implement it, and trusted in their ability to make a proper decision. If I felt the policy or guidance was contrary to our mission, I would discuss it with my bosses and demand to know from them if they considered my concerns when making the decision. If after that if I still felt that the decision was a disaster I had only one option, which was to quit that job and find another. I did this once in my career.
• Frank Wright’s response: The best way to improve morale is to make sure that your general manager has the ability to hire competent staff. Solid talented hard working staff will automatically change the work environment, and staff moral  will drastically improve. 

c. Do you support bonding to help pay for long overdue capital improvements?

• Mark Case’s response: I do support bonding for certain instances, but at present the focus must be on getting the finances under control.
• Harry Swenson’s response: Yes, if the capital improvement is necessary for the long-term and that residents many years from now will still be taking advantage of it. As example the bonding of the affluent pipeline and the new sewage pond. These should be around for the next 30-50 years.
• Frank Wright’s response: I’m adamantly against bonding and with our current financial state of affairs, I doubt if we can bond. 

27 – How do you feel about a management company taking over IVGID?

• Mark Case’s response: Absolutely not. We can do this with the right people in the right positions.
• Harry Swenson’s response: Refer to Q 5 and 9.
• Frank Wright’s response: This is pretty much the same as the previous question and I answered I’m against it.

28 – If elected what will you do to create a harmonious working relationship with your fellow Trustees [ASKED at the meeting – see the YouTube Video]

• Mark Case provided the additional response: The board of trustees typically has been made of retired professionals. I see working within a professional relationship to meet the needs and goals of our community.
• Harry Swenson provided the additional response: I believe I need to hold myself accountable to my fellow trustees and our residents providing the best information I have to offer in a respectful and meaningful manner. When I started this campaign, I came up with the following tenets Stewardship, Transparency, Accountability, Respect and Sustainability. I believe holding myself to these tenets will allow me to build trust with my fellow trustees, as well as knowing I have no ulterior or hidden agendas. I have defined these tenets in the context of being a trustee for IVGID and they can be reviewed on my website: harryswenson4ivgidtrustee.com
• Frank Wright provided the additional response: I’m not sure the term “harmonious” should be used to define the compatibility among board members, the term we should be using is” professional relationship”, working for the goals of our community and that  we have respect for each trustees opinions and views then we make decisions and come to a common solution. 

29 – How do you plan to ensure the remaining staff’s jobs are secure while improving morale and trust among the staff? [ASKED at the meeting – see the YouTube Video]

• Mark Case provided the additional response: The question does not pertain to the trustees. It is compulsory for the general manager and HR department to confront personnel issues.
• Harry Swenson provided the additional response: Not sure what you are asking, I think most of the existing staff that are productive know that their jobs are secure, since they are doing an important and necessary job. Those that feel they are not doing an important and productive job need to rethink their approach to IVGID. The part about morale was answered in Q26b.

30 –a. IVGID Policy 1.1.0 Titled” Strategic Planning” establishes the need for a Strategic Plan and the process by which such a plan would be created. The district’s most recent Strategic Plan was for fiscal years 2021/22 and 2022/23. What is your view of the responsibility of the Board of Trustees to ensure the accomplishment of the district’s Strategic Plan and of its execution? [ASKED at the meeting – see the YouTube Video]

• Mark Case provided an additional response: The state of the finances as such make it nearly impossible to implement a strategic plan at this juncture.
• Harry Swenson provided an additional response: Also answered in 8d.
• Frank Wright provided an additional response: As I explained at the candidate form until you get your financials in order, it’s rather difficult to come up with a strategic plan..

b. What key attributes and skills sets should the District General Manager possess, and how should the Board conduct the search and selection process?

• Mark Case’s response: None provided.
• Harry Swenson’s response: We need to recruit and hire a well experienced General Manager that is a proven leader and has broad financial knowledge to guide the day-to-day operations of our community. In my NASA career I had the opportunity to recruit, hire and train many managers and leaders who all had successful careers of their own. I believe as a trustee we need to reach out to potential candidates that we know have both the leadership and financial skills as well as broadly advertise the position. We then need to review, debate, and come to consensus on the best candidate and support them in their challenging position.
• Frank Wright’s response: The expectations and job description are in the job posting. We shouldn’t accept anyone who doesn’t meet the qualifications.

31 – All candidates: Employee morale is at an all-time low. What is your plan to restore it?

• Mark Case’s response: There are several major issues facing the district. Managing personnel is one of those major issues. The board members manage the general manager. It is up to the board to work the GM and the GM to work with HR to hire the proper personnel. The type of personnel that want to function within the confines of a district to understand how it operates and put forth their best efforts for the district to run efficiently and successfully.
• Harry Swenson’s response: Answered in Q26b
• Frank Wright’s response:  I’m not in tune with the term “employee morale.” I’d rather address it as “employee efficiency.” I believe we have some problems that need to be addressed, and when those problems are solved, I think employee morale comes along with it. With the loss of many key management positions, I think we will see a change in the perception of employee morale or as I put it “employee efficiency”. 

32 – All Candidates: The facility fees have been blown-up/significantly reduced to the detriment of our venues. If elected, what are your thoughts regarding the fees?

• Mark Case’s response: The facility fees should be limited to no more than the cost of operating the venue.
• Harry Swenson’s response: Ans: Answered in Q3
• Frank Wright’s response: The facility fees should amount to no more than the cost of operating the venue. You don’t raise the facility fees because of poor management the facility fees, as I stated earlier have no statutory limit, which makes them an illegal assessment and they’re not assessed equally throughout the district, which again makes them illegal assessment or an impermissible tax. 

33 – Candidate Wright: What positive actions do you plan on contributing to the IVGID Board if elected?

• Frank Wright’s response: If I’m elected to the board, I will continue with my hard work and understanding of the operational methodologies of IVGID. I have made massive contributions to our district as a private citizen. And as a board member, I will continue working to make sure the residents of  our community have the best possible venues, and opportunities to enjoy what belongs to the community. I will work with my fellow board members to eliminate wasteful spending.

34 – Frank Wright: You placed a campaign sign at 893 Southwood without permission of the owner. Why did you do that?

• Frank Wright’s response: I am not sure this question is valid, and it’s seems to draw conclusions and makes accusations without facts. What is the motive behind this question. My opponents have placed signs all over our community illegally, shall we ask the same to each candidate? 

35 – What is your position on privatizing IVGID services?

• Mark Case’s response: Absolutely not. We can do this with the right people in the right positions. No privatizing or outsourcing.
• Harry Swenson’s response: Discussed and answered in Qs 5, 8b, and 9.
• Frank Wright’s response: Never, Absolutely not! I along with Candidate Swenson falsely accused of being in favor of privatization by two misguided and rather malicious residents  in the Tahoe Daily Tribune, which they retracted. 

36 – All Candidates: At the last town hall, Trustee Schmitz stated that she no longer wants to give residents a 10% discount on food at the Chateau or Diamond Peak. Thoughts? NOTE: This was never stated at the town hall.

• Mark Case’s response: At this point in time, I will agree with Chair Schmitz. With the way the F & B department has been operating at a loss for so long they need to account for every thin dime. Food & Beverage needs inventory controls. Once F & B is back on track, then provide the locals with the discount.
• Harry Swenson’s response: I do not believe this is the case. I believe that we earned our “locals” discounts.
• Frank Wright’s response: I think the first question we need to ask is how much of a discount do we give our employees and their guest (I believe it is 50%), then the next question we ask is why are we giving discounts on an operation that loses around a million dollars each year? If our food and beverage was operated correctly the cost for food, would be reasonable for all residents. 

37 – Who are you voting for the US presidency and why? Not an applicable question.

38 – Did you sign the recall petition, and if so why?

• Mark Case’s response: Absolutely not! The recall was the worst thing to ever happened to our community! The recall is what prompted me to run for trustee. In all my years living in Incline Village there has never been a recall of a trustee. It is a disgrace that this ever happened in this community.
• Harry Swenson’s response: I felt the recall process was very undemocratic. When it first came up, I did a little research and found that less than 1% of all recalls are effective and that they often tear apart a community. Which is exactly what happened here, pitting neighbor against neighbor. I also did research on the reasons stated for the recall and found them to be misleading, many cases untrue and simply intended to make our trustees look like monsters, which they are not. Also, if the recall was successful the new trustees could be elected by 2 of the 3 existing board members, overruling the votes of thousands of our residents. This too, is highly undemocratic. I too have been subjected to false and misleading statements by some of the recall leaders, which I continue to battle, and trying to develop a thicker skin against these people that like to spread falsehoods. So, I didn’t sign it.
• Frank Wright’s response: Absolutely not! The recall was the worst thing to ever happened to our community!  Candidates Tonking, Homan, and Jeyzcki supported the recall and made financial contributions to the recall effort. 

39 – Some past boards have been sub-optimized by forming ‘monolithic’ voting blocs. By campaigning as a ‘team’ (combined posters), if Homan, Tonking, and Jezycki win, can you give the voters assurance that you three are independent?

• Mark Case’s response: No response provided.
• Harry Swenson’s response: I cannot, though I am not any of the above-mentioned candidates. I believe our community needs 5 smart independent thinking board members that can bring different views and perspectives to their discussions and deliberations. During their deliberations the trustees must strive to come to consensus even if they must compromise to bring consensus. This doesn’t mean that they also have to give up their firmly held values to compromise, but they should be willing to give up something.
• Frank Wright’s response: I believe they all lost their credibility and independence by joining the pact. Not good for our community! 

40 – There has been a lot of talk about financial problems at IVGID. Has any malfeasance been found and turned over to the Sheriff or other law enforcement?

• Mark Case’s response: So far, as far as I know, there is no investigation being implemented to discover if there has been criminal activity or not. The “Brown-Rubin report states: “Fraud Risk Rankings,” the number of observations – 41; 16-High, 12-Moderate, 13-Low. You can be the judge. If there is an investigation it will originate with the district attorney’s office.
• Harry Swenson’s response: I am sure that there are personnel issues associated with this question, but I do not know the answer. The forensic audit report showed we have 44 observations of risks of fraud with 16 considered high risks. Of our full-time employees, almost two thirds have an IVGID credit card that can be used without prior approval, justification, or post usage accounting. Our books are months if not years out of date. We have individuals that represent both sides of major IVGID financial transactions, i.e., both as the IVGID purchaser and as the IVGID supplier. It also showed an unaccounted amount of seven $7million. If there was no malfeasance here, then this is highly unethical behavior. I also heard in the Candidate Forum last week that two of the candidates, one an existing trustee and one that was briefly on the IVGID audit committee were against the Forensic Audit because it was a waste of time and money and showed nothing that we didn’t already know. If these facts were known from previous audits, why did they not do something about it? If I was on the audit committee, I would be yelling it from the rooftops and if I was a trustee, I would have stopped these egregious practices.
• Frank Wright’s response: That’s an interesting question. I believe you would have to be a current trustee or employee to know the answer.  Based on the Ruben Brown report,  my guess is there will be some accountability and possible criminal charges but that’s only speculation because I am not privy to the investigations.

41 – Mr. Homan: Why should non-skiers/non-golfers be forced to subsidize other residents’ hobbies?

• Harry Swenson’s response: I am not Mr. Homan. Though by my very nature I don’t believe anybody should be forced to do anything against their will. I know my existing tax dollars do go to many things I don’t believe and even some of them are amoral to my values. This is a very controversial issue. I can only offer, that we operate based on the consent of the community.
• Frank Wright’s response: I believe that’s why Mr. Homan is running for trustee. He wants to keep the non-golfers subsidizing his recreation.

42 – To candidates Wright, Case, and Swenson: Would you in any circumstance outsource the GM or head of golf to an outside company?

• Mark Case’s response: Absolutely not. We can do this with the right people in the right positions. No privatizing or outsourcing.
• Harry Swenson’s response: Answered in Q5, 8b,9, and 19
• Frank Wright’s response: Absolutely not! we are capable of running our own venues.

43 – What are your views on the recent recall? In favor? Opposed?

• Mark Case’s response:
• Harry Swenson’s response: Q38
• Frank Wright’s response: I answered that in the previous question I was totally against it. I thought it was horrible. But three of my opponents, supported it.

44 – What do you think the new board’s first priority should be?

• Mark Case’s response: Hire a competent general manager and finance manager and get to work on the financial debacle the district is faced with.
• Harry Swenson’s response: Fix our Finances!
• Frank Wright’s response: First and foremost we need to get our finances in order and then go forward from there.

45 – Is it your view that each of our venues within our portfolio of recreational facilities should be treated as a stand-alone commercial enterprise?

• Mark Case’s response: Currently the venues do stand alone. They just do not operate financially on their own. It appears the old principle of “robbing Peter to pay Paul” is used all too frequently.
• Harry Swenson’s response: No
• Frank Wright’s response: Currently all our venues are stand alone. The problem we have is that we subsidize venues that lose money with money from the venues that make money, and to make matters worse. We use the facility fee as a methodology to cover massive losses at the poorly managed venues.
  As it stands today, Diamond Peak is the only venue that makes money.

46 – Yes or no: Do you believe we should outsource some or all of the management of IVGID’s recreational facilities? … or at the administrative level? [ASKED at the meeting – see the YouTube Video]

• Mark Case provided the additional response: Absolutely not. We can do this with the right people in the right positions. No privatizing or outsourcing.
• Harry Swenson provided the additional response: Q 5,8b,9, and 19.
• Frank Wright provided the additional response: No!

47 – Where do you stand on privatizing IVGID’s recreational facilities?

• Mark Case’s response: No privatizing or outsourcing.
• Harry Swenson’s response: Q 5,8b,9, and 19.
• Frank Wright’s response: Adamantly Against!

48 – Mr. Homan: Is it fair for the working-class residents to subsidize the venues they don’t use such as golf and ski?

• Mark Case’s response: No response provided.
• Harry Swenson provided a response: Q41
• Frank Wright provided a response: Candidate Homan believes non-golfers should pay for loses at golf! Because he is a golfer. He wants to raise our facility fee to $2400 to cover the losses at the golf course. So he can have his private golf course at others expense. 

49 – Can IVGID budget for various recreational budgets by usage? As an example, the exercise classes are overcrowded. Can they increase budget given that usage is high?

• Mark Case’s response: It is a good question. However; the state of the finances, as they stand, will require some due diligence in discovering checks and balances and budgets.
• Harry Swenson’s response: I have experienced this over crowding many times. Now that we no longer provide daycare, why don’t we reconfigure the group fitness room (GFR) and the old childcare room to address this overcrowding. Also, I guess you might be also calling for demand pricing, such that folks that want to participate in group fitness actives at high demand times they pay more, just like the golf venues currently do. So, this is a possibility, but I would need to see an analysis of this idea.
• Frank Wright’s response: We have a serious problem with the programs we offer not having enough participants to cover the cost. So rather than eliminate the program we operated it at a major loss. This practice is not sustainable.

50 – Financial transparency – In a manner that is summarized, easy to read, and to understand by the general populace?

• Mark Case’s response: I agree. Financial transparency – In a manner that is summarized, easy to read, and to understand by the general populace.
• Harry Swenson’s response: Not sure there is a question here, but my views are I will insist on the generation of monthly budget status information, such as I had to create as a project manager, that can be explained in one to two figures. Not the hundreds of pages of monthly ledger printouts that are currently provided. These figures should be easy to understand by anyone in the community that balances a checkbook.
• Frank Wright’s response: This is a statement, not a question 

51 – After reading the forensics due diligence audit, I was shocked at the findings. What are the candidates’ perspectives and how can they correct the observed deficiencies?

• Mark Case’s response: Here again, it all resorts back to the general manager and finance manager to clean this mess up. The trustees need to provide some oversight in contending with the criƟcal issues the report has revealed.
• Harry Swenson’s response: Each of the 44 observations of fraud risk have a different answer, so I will try to summarize my thoughts in a more general sense. Our financial reporting is months if not years out of date; we need to have accurate, timely and digestible information routinely available for the decision makers and the community. I will insist on the generation of monthly budget status information, such as I had to create as a project manager, that can be explained in one to two figures. Not the hundreds of pages of monthly ledger printouts that are currently provided. Over 2/3rds of our employees have access to an Incline Village credit card without real approval or accountable procedures. As described in the report this and many of our current financial procedures are prone to High Risks of Fraud.  We need to reduce the number of cards to a limited number of managers and team leaders, and institute increased oversight and verification of the expenditures. Our people are not trained in the usage and procedures of our accounting system acquired two years ago. This is unacceptable. We need to ensure our IVGID leadership in each of the departments is fully trained and capable using the accounting system. Every transaction must be verified, justified, and recorded correctly in the accounting system. We have individuals that represent both sides of major IVGID financial transactions. This should never be the case. In general, we need to institute a culture that respects the people’s money!
• Frank Wright’s response: The information in the forensic audit was devastating. Our district is in severe financial disarray as a candidate. I would expect the GM and other trustees would make sure that every issue was addressed on the Ruben Brown report be corrected as soon as possible to do that you have to have adequate and accurate financial reporting. 

52 – I’d like each candidate to say whether he or she now believes that it was appropriate to do the forensic audit and whether he or she agrees with its recommendations and will (if elected) work to implement them ASAP. Thank you. [ASKED at the meeting – see the YouTube Video]

• Mark Case’s response: Yes. It was necessary for an audit to be completed. See #51.
• Harry Swenson provided an additional response: Yes. I think it was appropriate and since it was done by an outside independent auditing firm that require their credibility to actually survive in their business I believe that they may have only scratched the surface. They were not allowed to put people under oath, so “I don’t know” was a common catch phrase given to the auditors.
• Frank Wright’s response: As I stated at the forum, the forensic audit validated everything I’ve been saying for 14 years. I fully supported it and it was long overdue.
  As of today I’m not sure any of possible fraud items  have been rectified, it goes without saying it should be a major priority for the new trustees to make sure that all of these issues are addressed.
  I also noted that trustee Tonking voted against the audit and my question then and my question now: “Why would anybody vote against the forensic audit?”

53 – Given the financial mess that IVGID is in, could each candidate share what financial/expense background they have that will help?

• Mark Case’s response: I personally do not have a professional back ground in accounting. As far as my personal experience, my wife and I have two rental properties, long term, as well as our as primary. I maintain a budget; spend within our means and reconcile the bank statements at the end of each month.
• Harry Swenson’s response: For a large percentage of my NASA career, I was responsible for millions of dollars. As a supervisor I was responsible for all aspects of my $8 million a year budget, including detailed budgeting, justification, tracking, approving all purchases (including credit cards) and monthly reviews by my senior managers. As a project manager and program manager (Principal Investigator) I was responsible for overall budgeting of a $100 million/per year including high- level planning, monthly justification, and reporting (budget, actuals, and variances) to my executives, not only at NASA but yearly to independent groups, such as the National Science Foundation and the NASA Advisory Committee on Aeronautics. NASA provided significant training in budgeting, Federal Acquisition Regulations as well as detailed accounting and financial system usage. NASA also provided project and program management training that included significant training in all financial responsibilities and methods. NASA also sent me to the MIT Slone School of Management for training on managing Research and Development.
• Frank Wright’s response: I have run five successful businesses, I know how to manage financial books. I have the ability to understand profit loss. The job of the trustee is to make sure Management adheres to the laws of the state of Nevada and meets deadlines for proper financial reporting. This is something that has not happened at IVGID over the past ten years. A trustee has got to make sure that we are hiring competent CPAs and financial employees.

54 – How should IVGID work with their community partners?

• Mark Case’s response: Nothing needs to change. IVGID prioritizes community partnerships to enhance the quality of life for residents and visitors. IVGID fosters open communication through town hall meetings and community events. The district collaborates with local businesses and organizations to promote community growth and development. This is all good.
• Harry Swenson’s response: This is a very open-ended question, and the answer would depend on the partner. We have numerous partners including the Washoe Sheriff, North Tahoe Fire Department, Washoe County school district and schools, Washoe County itself, numerous non-profits, the US Forest Service, the Hyatt and Tahoe Lodge, our local businesses and many more. I think it is best to work with each in formal agreements that specifies the relationship with expectations from all partners. This provides an avenue of respect and helps to avoid confusion allowing both parties to understand their responsibilities to one another.
• Frank Wright’s response: IVGID is a government agency supported by taxes and a questionable recreation fee. I’m not sure what a community partner is, but I’m assuming it’s a nonprofit or someone that wants to use our facilities at a discounted rate to foster and further the nonprofit. All residents and parcel owners should have first priority with the use of our venues.

55 – What are your thoughts about a 4-way stop sign at Village and Northwood by the Elementary School?

• Mark Case’s response: The board of trustees does not have any authority to control the traffic in Incline Village. However; since we had a roads department located in town, we could reach out to them to find out how we could initiate a traffic impact study with the intention of providing a 4-way stop sign at the prescribed location.
• Harry Swenson’s response: I travel through this intersection every day, and sometimes it is scary. I am not a road transportation engineer but know that on intersections like this there are often studies that justify its design. I don’t have too many thoughts but think a light which favors the traffic demand direction, might be appropriate. This is the top of the head thought, so if folks think this is a major problem like I do, possibly Washoe County could do a traffic and safety study and provide different options to the community of our collective perceived risks.
• Frank Wright’s response: That’s a Nevada Department of Transportation issue. IVGID Does not have the ability to regulate traffic, but in my opinion it would be an improvement. I will take the initiative to contact the department of transportation and see if we can get a four way stop sign. I was successful in getting the county to stop big rigs from  coming down country club drive, so anything is possible.

56 – PAC – Why and will all 3 candidates vote as a block?

• Mark Case’s response: The three candidates running as a PAC say they are not. Makes you wonder what’s up?
• Harry Swenson’s response: Don’t know but I provided my view on this Chicago style slate in Q24.
• Frank Wright’s response: You can count on it! They are hooked at the hip!

57 – In a few words why would we vote in the PAC?

• Mark Case’s response: You should not vote for a PAC. The trustees need to be able to think for themselves and collaborate on the issues that best serve the residents of the district.
• Harry Swenson’s response: I have no earthly idea! Comparing some of my positions with those candidates that are running as some sort of Bizarre Chicago Style Slate, supported by the PAC. From what we heard at the Candidate Forum the candidates that is supported by the PAC said in they really don’t know about the PAC that is supporting them. I find it very strange that a PAC which is spending thousands and thousands of dollars on Signs and sponsorship of many meet and greets, and their candidates know nothing about it but are happy to have the PAC’s support. You must ask yourselves what’s the PAC’s real motivation, if it was me, I would want to know a lot about them before I would allow them to support me at their current financial level. I have been running a self-funded campaign, no PAC or STRs supporting me, though recently when I started meet and greets some of my new friends have donated to my campaign. Be aware if you really like one of the three, please feel free to vote for that person. YOU DO NOT NEED TO VOTE FOR ALL THREE. You can vote for up to three candidates and I would appreciate your support.
• Frank Wright’s response: We need trustees who are independent thinkers, running as a pact should send up red flags as to the ability of a trustee to make wise decisions for our community. We’ve had this problem in the past, and by having three trustees with the same mindset has led to horrible decisions for our community. The affluent pipeline is a perfect example of trustees who share the same mindset and were encumbered to get anything done. We went from a $20 million project to now an $80-$100 million project because we elected like minded trustees that could not act independently. We can’t afford to keep making the same mistake.

58 – Do you ski and/or play golf, pickleball, bocce ball?

• Mark Case’s response: Sorry to say, none of the above. I like to walk and hike. I don’t have the experience when it comes to skiing. I like golf, but I’m a hack.
• Harry Swenson’s response: I ski in the winter, play golf in the summer, I do not pickleball (too risky to my preferred golf or skiing), I created a small bocce ball court at my home, but have often thought when I get older, I might want to use the real courts at the Rec Center and Ski Beach.
• Frank Wright’s response: I am a skier and a golfer.

59 – Do you believe IVGID should be self-managed or hire a third party to manage it?

• Mark Case’s response: Absolutely! IVGID needs to manage itself. IVGID can manage itself with the appropriate personnel and proper motivation.
• Harry Swenson’s response: Q 5, 8b, 9, and 19.
• Frank Wright’s response: We are capable of managing our own facilities.

60– a. Do you believe IVGID recreation assets (ski, beaches, golf, recreation) should be profitable on a stand-alone basis or together as an entity? [ASKED at the meeting – see the YouTube Video]

• Mark Case’s response: It would be nice if the venues could be profitable. Profitable in the sense of being able to maintain itself and not have to rely on a different venue for financial support.
• Harry Swenson provided an additional response: Q4
• Frank Wright’s response: I don’t think we have to be profitable at our venues, but we need to cover cost. We can’t afford to have massive losses. Most of this is just management problems.

b. Is the proposed evacuation plan for Incline adequate, or what changes would you make?

• Mark Case’s response: An evacuation plan is novel idea. But how is it to be implemented when all you have as transportation routes are two-two lane highways? This question has been submitted to TRPA and the Placer County Board of Supervisors. Response-crickets.
• Harry Swenson’s response: No. Our biggest issue is there are only 3 ways out of Incline (28 to Hwy 50, 28 to 267 and 431). In recent traffic simulations, results published in the Tahoe Daily Tribune (I think) showed that it will take more than 6 hours to evacuate if all three routes are open and beyond 9 hours if one of the routes are closed. I think the only viable option is to create a 4th evacuation route using elements of the old Mt. Rose highway. But I am sure TRPA would never approve. So, my plan is to take my kayak out on the lake and wait it out if it is a fire. Not sure what I would do if the Incline fault had a major quake.
• Frank Wright’s response: As far as evacuation plans, we have a 2-lane highway and should a fire or other major event take place we will be in a lot of trouble. We need to work with TRPA  to make sure we slow down the overbuilding, and that we have adequate methods to evacuate the basin.

c. What plan is there if undocumented immigrants are bussed into Incline?

• Mark Case’s response: As far as I know, there is no set plan to provide accommodations for undocumented immigrants.
• Harry Swenson’s response: None that I know of.
• Frank Wright’s response: I don’t think it would be wise to bus any immigrants to the basin. We don’t have the housing. And It is too expensive to live here, and I think the winters would be a major deterrent.

61– What are the candidates’ perspectives on increasing the Rec Fee or issuing bonds to cover IVGID expenses?

• Mark Case’s response: I don’t think we need to be bonding our venues whatsoever. I am all for proper oversight of our finance department and responsible management practices concerning our facilities.
• Harry Swenson’s response: Issuing bonds to cover expenses is a non-starter, you cannot bond for recurring expenses. The Rec fee is also controversial, since the fee isn’t used for a specific purpose, it could be considered a tax. The possibility exists that to cover expenses we could use IVGID’s ad valorem tax authority, which I would prefer to have it voted on by the residents.
• Frank Wright’s response: I’m against bonding and I’m all for responsible management of our facilities.

62 – a. How do you plan to make things better for the IV Community?

• Mark Case’s response: First things first. Work together with the other trustees, general manager and the finance director to get the finances in order.
• Harry Swenson’s response: Discussed a bit in Q8a, to include the hiring of a qualified and smart leader with financial expertise as a general manager. To engage with the community and hold myself to the tenets of my campaign (Stewardship, Transparency, Accountability, Respect and Sustainability defined in the context of IVGID on my website: harryswenson4ivgidtrustee.com). I believe this will start to bring trust back between the community and its trustees. This will then bring back the ability to engage each other with civility and respect.
• Frank Wright’s response: If I’m elected, I would like my fellow trustees to work for the common good of our community to eliminate waste to clean up the financials to make our facilities available to the residence and parcel owners at a fair and reasonable price.

b. What does ‘accountability’ and ‘adding value’ mean to you?

• Mark Case’s response: Accountability = transparency. Adding value = venues that can sustain themselves and operate within their budgets.
• Harry Swenson’s response: From my website, Accountability:  Trustees have the fundamental obligation to accept the responsibility and account to the community for their actions and decisions.  As such, I promise to discuss, define and if necessary, defend my actions with all members of our community with clear facts and gathered community opinions. Adding Value means that in your ideas actions and deeds you have done something recognizable to others as providing something better than before.
• Frank Wright’s response: Accounting and adding value is a simple concept. Where are you run each venue and account for the cost, show the bottom line and hire competent employees and management.

c. See many mature community members in the audience, not many younger generational community members. So how do you plan to advocate to the younger generation to care about IV the way we do?

• Mark Case’s response: Every generation young and old have learned to appreciate the amenities the district offers.
• Harry Swenson’s response: Communication and engagement. As a member of the St. Francis Knights of Columbus, many of our activities are geared towards supporting and engaging our youth group. This is hard, yet very rewarding work. I think many of our service organizations have a focus on young people. I believe highlighting these activities in our operations would be useful. We need to see how we can partner more with our schools to benefit each other. I suggest a possible way to partner with the schools to assist with our trash problem as mentioned in Q2. I also volunteer with Incline Elementary School’s Read with Me program. As such I have found there is a large segment of our young community members that can’t use our facilities due to limited family income. If we want to have our youngsters be more involved, we need to fix this financial challenge.
• Frank Wright’s response: As a senior citizen and a mentor to many young people through the schools, and by my work as a community activist, I believe the younger generation will learn from our leadership, and good examples, they will develop respect for our community and all the wonderful things we have here.

d. What plan do you have to address where our IVGID money is going?

• Mark Case’s response: It is up to the board to work the GM and the GM to work with HR to hire the proper personnel. The type of personnel that want to see IVGID not just be successful, but to flourish and for the district to be able to sustain itself for future generations.
• Harry Swenson’s response: As I always did as a NASA employee who was responsible for money: “Follow the Money!” This doesn’t mean follow every penny, it means making sure our financial information is transparent, accurate and understandable and reviewed monthly by the trustees.
• Frank Wright’s response: Hire competent CPA’s and financial employees, require monthly reports on profits and loses at all venues. Meet state mandated deadlines on financial reports.

63 – Why has the district not hired an auditor?

• Mark Case’s response: As far as I know, the district does not have an employed auditor due to having an audit committee. But until the finances can be brought into compliance, it would be futile to hire an in-house auditor.
• Harry Swenson’s response: According to the treasurer, we have an engagement letter with our auditor.
• Frank Wright’s response: Because there is nothing to audit, you can’t make heads or tails out of our current financials. The Ruben Brown report made that abundantly clear. We are months and months behind reconciling our books when that’s done, then we hire an auditor.

64 – One of you on stage stated at a public meeting on May 29—and recorded in its meeting minutes on June 26— the need to increase the Rec Fee 2x to 3x. Not sure it’s that easy, legal, or the only option! What are the candidates’ perspectives on increasing the Rec Fee, bonds, or increasing public revenues?

• Mark Case’s response: No to increasing rec fees. No bonding except for major capital projects; i.e., affluent pipeline, pump stations and pipeline infrastructure. It is not necessary to increase public revenues.
• Harry Swenson’s response: Q7.
• Frank Wright’s response: See answer on question #1 Candidate Homan 

65 – Michaela Tonking: You were on the Board for what has been referred to as the “total decimation of the finance department.” I believe this includes both at a staffing level and in terms of the department’s productivity. You have a Bachelors and Master’s degree in Accounting. What more could you/should you have done to avert this situation in the past term? And what would you do differently if re-elected?

• Harry Swenson provided a response: I am not trustee Tonking, but if I was there, it wouldn’t happen because my NASA training is to address risks and take mitigation actions. Precursors to the “total decimation” would be departure of critical staff or several staff. As a project manager I included my staffing levels and critical staff as part of my monthly risk meetings. I would require this type of information as part of the GM’s monthly status.
• Frank Wright provided a response: I would like to point out that candidate Tonking was the board treasure during this financial mess, and she voted against a forensic audit! Again the burning question Why?

66 – Do you believe it should be a mandatory condition of employment that the GM lives in Incline Village?

• Mark Case’s response: Yes. I personally feel that IVGIDs General Manager should reside within the district. There needs to be a connection with the community. Far too many GMs have lived in Reno or even out of state.
• Harry Swenson’s response: Not sure, but I am a firm believer of “Management by Walking Around.” So as long as the GM can be here for every non vacation day as well as a significant number of weekends throughout the year, I really don’t care where they live.
• Frank Wright’s response:  Absolutely, out of town GM’s just don’t work out! They are totally disconnected from our community, and they don’t have a vested interest in the success of our venues.

67 – Do any of the candidates have any accounting knowledge?

• Mark Case’s response: Yes. Bachelor’s Degree in Business Administration.
• Harry Swenson’s response: Discussed in many of the above questions I have extensive financial and management experience including supervising accountants and their work.
• Frank Wright’s response: Yes!

68 – What specific action steps will you take to address the housing crisis facing essential employees (service industry and other customer service positions)?

• Mark Case’s response: It seems that most employees that work for not only IVGID, but other businesses around town, must commute from Reno and Carson. Praises for them that whether the literal storms and road construction year after year. Until rental conditions improve in town the district may need to come up with a solution. Like an employee shuttle. In time of course. Or the trustees might be able to work with our county commissioner to see about putting a cap on STRs and bring back the rental market we had approximately 10 years ago. Just a thought.
• Harry Swenson’s response: Not sure, but an option I provided to Q13, is to possibly use the old elementary school as IVGID housing. But this is a very expensive proposition, and would need broad community support for the necessary bonding as well as the Washoe Transportation Authority to provide very favorable purchase terms.
• Frank Wright’s response: I have addressed this in the past, I believe we can offer a daily shuttle to either Carson City or Reno where housing is affordable. We could also offer modular housing on IVGID land, it would pay for itself over time and solve a lot of problems! I believe we have other options that can be explored, first we need to understand the needs, numbers, etc.

69 – What is the job of the Board of Trustees? What is the job of IVGID? What is the job of the IVGID Manager?

• Mark Case’s response: The duties demonstrate the IVGID Board Trustee’s role as a governing body responsible for overseeing the district’s finances, operations, and policies, while prioritizing the best interests of all stakeholders. Based on the provided information, IVGID (Incline Village General Improvement District) is a quasi-public agency responsible for providing various services, including water, sewer, trash, and recreation services to the communities of Incline Village and Crystal Bay, Nevada. As the chief executive officer of IVGID, the General Manager is responsible for leading the district’s overall operations, ensuring effective delivery of services, and fostering a positive working environment.
• Harry Swenson’s response: Trustee: Oversight and setting of policy. IVGID: Conduct the work that is necessary to implement the policy. GM: Chief executive to ensure the efficient execution of the policies and manage day to day operations. The GM also is required to keep the trustees well informed of status of the execution and any and all significant issues that need policy enhancement or creation.
• Frank Wright’s response: The job of IVGID is to manage all our resources. Provide water, sewer, and recreation. The general manager job is to oversee every aspect of running an efficient government entity, the board makes policy and oversees the entire districts assets. Guiding the General manager and implementing suggestions for improvements and change.

70 – If elected, what would you do to expand year-round use of facilities such as Snowflake Lodge?

• Mark Case’s response: Sure. If there is an outfit that wants to make a go of it; by all means. It would be a good to see if it is a viable ambition.
• Harry Swenson’s response: Q10 and 11.
• Frank Wright’s response: I would do a complete study of all venues to determine their highest and best use of each and every one.

71 – What is each candidate’s plan for the amenities?

• Mark Case’s response: As a candidate I would like to see that each amenity is properly managed, maintained and the proper repairs are made, when necessary, in a timely fashion. I would expect monthly financial reports from each amenity. Make sure that each amenity is available to all residents.
• Harry Swenson’s response: Keep them and ensure that they are operated as safely, efficiently and cost effectively as possible.
• Frank Wright’s response: As a candidate I expect that each amenity is properly managed, that necessary repairs are made and that each venue is available to every resident at a fair and reasonable price. I would advocate for monthly financial reports from each venue.

72 – After the election is over, who is responsible for picking up all yard signs on public lands?

• Mark Case’s response: Each candidate is responsible for gathering their own signs.
• Harry Swenson’s response: I believe each Candidate and PAC is responsible for picking them up within 3 days.
• Frank Wright’s response: All my signs will be down after Election Day!

73 – Michaela Tonking: Why did you vote against the forensic audit?

• Harry Swenson provided a response: Not Trustee Tonking, but if I was a trustee at the time, I would have voted in favor of it.
• Frank Wright provided a response: I think Trustee Tonking knew the results would be devastating as she was the treasurer of the board.

74 – a. The primary function of the trustees is to hire a GM and then to keep his/her feet to the fire in implementing the board’s demands.

• Mark Case’s response: Yes. It the duty and responsibility of the trustees to make sure the general manager is providing accurate information concerning each of the departments.
• Harry Swenson’s response: Is there a question here?
• Frank Wright’s response: The district is in the final stages of hiring a new GM, we will have he or she on board very soon! It will be the new GM’s job to turn this ship around with guidance and direction of the current board, after the election and upon taking a seat on the board if I am elected I will help the board set expectations of financial stability from our new GM.

b. Hiring staff (complete staff) is responsibility of the GM NOT the trustees. Will you coddle another ineffective GM?

• Mark Case’s response: Yes, their feet will be held to the fire.
• Harry Swenson’s response: No, we do pay the GM very well for their job, I would expect them to do their Job!
• Frank Wright’s response: No.

c. Staff harmony arises from competent performance. How will you insure competent performance? By micromanaging?

• Mark Case’s response: It will be the responsibility new general manager to ensure morale and confidence is passed down to the other department heads and managers. Good morale starts at the top.
• Harry Swenson’s response: My management style is to empower my team to do the job! I only get involved and provide guidance, feedback and support when needed.  I trained many senior successful NASA leaders in this approach and feel that it will be my duty to assist our district similarly.
• Frank Wright’s response: It’s the GM’s job, not the board’s.