Author: Mick Homan, IVGID Board of Trustees and Treasurer
As it approaches its June 30th fiscal year end, a clear update on the overall health of the Incline Village General Improvement District (IVGID) and the direction it is headed are in order. Just as important, this is an opportunity to look at how far the District has come since early 2025, when the current Board of Trustees was seated and new leadership was put in place.
Where We Started
At the end of 2024, IVGID was facing serious organizational, operational and financial challenges.
- Organizationally, morale was low and turnover was high, driven in part by a lack of consistent leadership. The general manager role had seen five different individuals in just two years. The Finance and Accounting department had multiple leadership transitions over the same time frame and was severely understaffed, with half of its positions vacant.
- Key capital projects tied to aging recreation infrastructure had stalled.
- The District was also in the middle of a poorly executed ERP system conversion, further complicating operations.
- Financially, the situation was equally concerning. Bank and other reconciliations had not been completed for over a year, and multiple material weaknesses were identified in accounting controls. The fiscal year 2023 audit resulted in a disclaimer of opinion, meaning auditors could not rely on the District’s financial records.
- The District’s general fund was approaching insolvency. By the end of fiscal 2024, the general fund balance had dropped from approximately $6 million to just over $1 million, while available cash had declined approximately $6 million to roughly $40,000.
- These conditions ultimately led to IVGID being placed on Fiscal Watch by the State of Nevada.
Resetting the Organization
Since January 2025, the District has made measurable progress, beginning with the hiring of General Manager Bob Harrison. With decades of municipal leadership experience, he moved quickly to stabilize operations and rebuild the leadership team.
Key leadership hires were made in human resources and finance, and a structural reorganization consolidated recreational venues under a newly created Director of Community Services role. This change alone is projected to save over $700,000 annually.
With leadership in place, the focus shifted to three priorities: improving organizational health, restoring financial discipline, and advancing long-term capital planning.
Organizational Health
Morale and stability across the organization have improved significantly.
Leadership has implemented targeted restructurings to better align staffing with community needs. Recent examples include combining Parks with Buildings and Grounds, and consolidating administrative services under Human Resources. Combined with earlier changes in Community Services, these adjustments are expected to generate meaningful ongoing annual savings of approximately $2.2 million.
The District has also made a deliberate effort to engage the community. Advisory committees, including Audit and Capital Investment, have been restaffed with highly qualified residents who are contributing professional expertise and helping accelerate much of the progress discussed below.
Community engagement has increased as well. A well-attended open house at the Chateau last summer drew hundreds of residents and generated strong support for key capital projects, including the effluent pipeline and new beach facility. A second open house is planned for this summer.
Fiscal Discipline
The Finance & Accounting department has been rebuilt, with all key positions now filled by experienced professionals.
The Tyler ERP system implementation is back on track, with core financial modules operational and remaining components progressing against clearly defined timelines.
Audit outcomes have improved significantly:
- The fiscal 2024 audit moved from a prior disclaimer of opinion to a qualified opinion.
- A new national audit firm was engaged for the fiscal 2025 audit, which resulted in a clean opinion.
- This same firm was reappointed for fiscal 2026, and planning is already underway to accelerate the process to meet state deadlines.
Control deficiencies are being addressed:
- Of the 41 issues identified in the 2023 forensic audit, 36 have been resolved. The remaining items are under interim controls, with permanent solutions tied to full ERP implementation. Additionally, most control issues identified by the prior auditor have been partially or fully remediated.
Financially, the General Fund is stabilizing. By the end of fiscal 2025, fund balance increased to approximately $1.7 million, and cash improved to roughly $2.3 million.
Long-term Capital Planning and The Facility Fee
The Board and Capital Investment Committee worked collaboratively with leadership to develop a more robust 5-year strategic capital plan. They clearly identified and prioritized the most critical improvements to address our aging infrastructure, resulting in final approval for the new Incline Beach House facility, the Recreation Center HVAC system, skate and bike parks, and the championship golf course cart paths. All of these projects have or will begin construction this summer. Other key projects are at various stages of the planning process, including reconstruction of the tennis court playing surfaces, replacement of the systems that operate and monitor our water and sewer systems, and numerous projects at Diamond Peak, including replacement of Snowflake Lodge, snowmaking infrastructure, and potential Lakeview and back-side lift enhancements.
Notably, the replacement of the effluent pipeline was completed in September 2025, a full year early with net spending approximately 30%, or $19 million, below the approved spending amount.
As part of the strategic long-term capital planning process, the Board made the difficult decision to increase the facility fee from $1,375 in fiscal 2026 to $1,530 in fiscal 2027, an increase of approximately $12.92 per month.
This decision reflects the stark reality of the condition of the District’s recreation infrastructure. Many facilities date back decades and now require significant investment to remain functional and safe.
IVGID’s structure, established in the 1960s, has long relied on the facility fee to fund the development and maintenance of community amenities. That model helped create the quality-of-life residents value today.
However, this legacy of recreation amenities created by our founders and early residents is at an inflection point. The lack of consistent fee adjustments over time has created a gap between funding levels and actual capital needs. When adjusted for construction cost inflation (approximately 4.8% since 2010), the historical $830 fee from 2011 would equate to approximately $1,750 today. Some have argued that the $830 facility fee in 2011 is not a valid starting point because it included an amount earmarked to service debt that has since been repaid. But that argument fails to recognize that the underlying debt was issued to acquire and develop recreational infrastructure. The repayment of the debt does not mean the related infrastructure goes away. It remains, and it requires ongoing maintenance, improvement and ultimately replacement.
While recent increases are significant, they reflect the true cost of maintaining and replacing aging infrastructure. It is incumbent on current residents to make the necessary investments to continue the legacy for generations to come. The alternative is to allow the amenities to continue deteriorating to the point of abandonment. Michelle Jezycki, IVGID Board Vice Chair put it best when she said, “It’s time to catch or of give up.” Giving up is not an alternative any of us wants.
Looking Forward
The progress made over the past 16 months is meaningful, and IVGID’s leadership and staff deserve praise for that progress, but the work is not complete.
IVGID must continue improving operational efficiency, fully implement its financial and controls systems, and maintain discipline in both budgeting and execution. Achieving timely fiscal 2026 audited financials and exiting Fiscal Watch remain near-term priorities.
At the same time, long-term capital needs will require continued focus and difficult decisions.
The progress to date demonstrates that IVGID is moving in the right direction. With sustained effort and community engagement, the District is on a path toward becoming a stable, well-managed organization capable of supporting this community for generations to come.
