Confidential Position Specification Reno-Tahoe Airport

CONFIDENTIAL DRAFT

Confidential Position Specification

Reno-Tahoe Airport Authority

President & Chief Executive Officer

March 2020

RTAA | President & Chief Executive Officer 1

CONFIDENTIAL POSITION SPECIFICATION

Position President & Chief Executive Officer

Company Reno-Tahoe Airport Authority

Location Reno, Nevada

Reporting Relationship Reports to the Board of Trustees

Website https://www.renoairport.com

COMPANY BACKGROUND

The Reno-Tahoe Airport Authority (“the Authority”, “RTAA”, or “the airport”) is the owner and operator of Reno-Tahoe International Airport (RNO) and Reno-Stead Airport (RTS), a general aviation facility.

The RTAA is an independent entity that is not part of any other unit of local government and does not use local property or sales tax revenue to fund its operation. The Authority is governed by a nine-member Board of Trustees, operates as a business, and receives no local tax dollars.

The Reno-Tahoe International Airport is a very important asset to the region, with the 4.4 million passengers going through the airport in 2019 (66th busiest in the United States), bringing $3.2 billion in economic impact to the region. The Authority employs approximately 280 direct airport staff and over 2,400 other staff work on airport premises for various tenants and other companies.

RNO is located just five minutes from downtown Reno, therefore, it is literally and figuratively at the heart of the community and only 40 minutes from some of the finest ski resorts and outdoor recreation in the world. The airport makes the all-important first and last impression on passengers coming and going from the region. The Airport truly plays a vital role for the hotel casinos, ski resorts, golf courses, the University of Nevada, and a growing restaurant scene and high-tech business district.

Mission Statement

The Authority features a clear mission statement - “We Move You! We Bring the World to Reno-Tahoe and Reno-Tahoe to the World.” The mission statement is further detailed as follows for key stakeholder groups:

People – We not only move individuals from place-to-place, but we MOVE them by providing a memorable, positive travel experience. This speaks to customer service, as well as the cleanliness, safety, and efficiency of our facilities. We Move You!

Businesses – We help businesses meet their objectives by affording them efficient, cost-effective, and convenient travel routes. We also offer facilities for tenants and vendors. We also bring customers to them. This speaks to our marketing and business development functions. We Move You Forward!

Air Transportation Industry – We help our industry advance by actively participating in development of new equipment, processes, and technology such as Unmanned Aircraft


System (UAS) development. We provide facilities for UAS testing. We Move You Upward!

Communities – We provide and stimulate economic opportunity and growth for the communities in our catchment area. We serve the community by bringing goods and resources into the region. We are the community’s gateway to the rest of the world. In direct and indirect ways, we improve life and living in the Reno-Sparks-Tahoe community. We Move Together!

Employees – We invest in our employees, and we treat them with respect. Through career development, wages and benefits, health programs and benefits, team building activities and employee assistance programs, we help our employees achieve their goals and to live healthy and happy lives. We Move as One!

Core Values

The employees of the Authority have themselves adopted THRIVE - a set of organizational values, since approved by leadership and the board. These values serve as the guiding principles for all Authority employees:

THRIVE: Teamwork for Results

Honesty & Integrity Respect & Recognition

Inspire & Innovate Versatility

Enthusiasm for Excellence

More details on THRIVE are provided in Appendix A.

Facts & Figures

Some key facts and figures for Reno-Tahoe International Airport for 2019 include:

More than 130 daily commercial aircraft movements.

More than 12,200 daily passenger arrivals and departures, representing 4.45 million annually.

Approximately 402,000 daily pounds of cargo handled, representing 147 million pounds annually.

Both Air Force One and the Concorde have landed at RNO.

Reno-Tahoe International Airport is considered a small hub airport.

Air Service

Passenger Air Service: Ten different airlines offer service at Reno-Tahoe International – Alaska Airlines, Allegiant Air, American Airlines, Delta Air Lines, Frontier Airlines, jetBlue Airways, JSX, Southwest Airlines, United Airlines, and Volaris. The airport’s 50/50 mix of major and low-cost carriers offers the traveling public an excellent choice of air service options, with over 20 non-stop destinations.


Cargo Air Service: In addition to its outstanding passenger air service, Reno-Tahoe International is proud to be part of a region focused on air cargo. Ideally located, the Reno-Tahoe region and Northern Nevada serve as home for numerous West Coast distribution centers, online fulfillment centers and the Tahoe/Reno Industrial Center, which at completion, will be the largest industrial park in the world. Reno-Tahoe International’s air cargo carriers include DHL, FedEx Express, and UPS, as well as numerous ad-hoc charters throughout the year. Reno-Tahoe International is capable of handling all cargo aircraft.

Key air service development opportunities going forward include:

More domestic non-stop destinations;

Selected international destinations, with a focus on Canada and Western Europe;


Diversifying the number of air carriers so as to ensure strong competition; and

Air cargo, building on an already strong base.

Airport Infrastructure

The terminal at RNO has 23 gates on two concourses. The airport features a three-runway system and other modern equipment and covers more than 1,450 acres at an elevation of 4,415 feet:

Runway 16R/34L (western parallel runway running north-south) - 11,002 feet long, Approach Path Indicators (PAPI), Instrument Landing System (ILS), and VHF Omnidirectional Radio Range (VOR) Approach;

Runway 16L/34R (eastern parallel runway running north-south) - 9,000 feet long, including PAPI, Runway End Identifier Lights (REILs) and VOR Approach;

Runway 7/25 (east-west cross-wind runway) - 6,102 feet long, including PAPI and REILs;

High intensity Runway Lighting (HIRL) and lighted centerlines on Runways 16R and 16L allow reliable, all weather operations; and

Federal Aviation Administration (FAA) staffs and operates 24-hour air traffic control tower.

Atlantic Aviation and Stellar Aviation are fuel providers for general aviation traffic at RNO, with Stellar Aviation embarking on the development of a new fixed base operation.

Significant tenants include the base for the Nevada Air National Guard, a Dassault Falcon maintenance facility, the Hyatt Place Hotel, and the Aloft Hotel.

Reno-Stead Airport is a 5,000-acre general aviation facility owned and operated by the Reno-Tahoe Airport Authority. Home of the National Championship Air Races and one of six airports in the country to be an FAA Designated UAS (drone) test range, Reno-Stead Airport is quickly becoming a major economic hub in northern Nevada. More information on Reno-Stead is available at https://www.renoairport.com/reno-stead

Financials

The RTAA is financially self-sufficient, meaning that it is funded through airport operations and not local taxes. FY2018-19 total operating revenues were $53.4 million from two key sources: airline and non-airline revenues. While airlines contribute 31% of the revenue stream based on cost recovery calculations negotiated in the airline use and lease agreement, the remaining 69% is generated by non-airline sources such as public parking fees and rents collected from airport tenants, concessionaires, and hangar and land leases.

For fiscal year 2019, the RTAA has an operating budget of $42 million and a capital improvement program of $39 million.

RNO is a cost-effective airport for airlines with a budgeted cost per enplaned passenger (CPE) of $7.07 in FY2018-19. In addition, the RTAA has very little outstanding debt at $16 million. With a Debt per Enplaned Passenger ratio of $7.75, the RTAA has been highly conservative in its borrowing and is therefore well positioned to fund future capital improvement needs. This ratio compares favorably with the United States industry median of $69.44 per enplaned passenger, per Moody’s Investor Services.


Economic Development

The Reno-Tahoe Airport Authority (RTAA) offers cost-effective long-term ground leases allowing for full amortization of the building investment. RTAA has two distinct airports that can meet aviation-related airside access site selection requirements as well as distribution and warehousing site selection criteria. RTAA's goal is to provide companies with the best facility location and business environment in the West.

Advantages of operating on Airport Authority property:

57 million customers within one-day transit;

62 million customers within two-day transit;

A new 24/7 control tower, operational as of 2010;

24/7 operations (police, fire, snow removal);

Outstanding snow removal equipment and capabilities;

24/7 on-site Customs;

Two Instrument Landing Systems (redundancy) and GPS approaches on all six ends

Large ramp;

Rare airside access at two airports;

Sufficient runway length;

Airfield capable of all cargo aircraft;

Official diversion airport for Air China and all California Bay Area airports;

250 acres of available land in the center of Reno minutes from both US-395 and I-80;

Commercial and military quality infrastructure;

No costs for additional water rights due to RTAA provisioning;

Efficient road and rail infrastructure;

Real property tax concessions;

No land loans or land acquisition costs due to ground leases;

No aviation congestion;

Foreign Trade Zone;

Aviation, MU and IC zoning in place;

Proximity to California customers and suppliers;

Airport leadership has pro-development philosophy; and

Customized incentives package.

Reno’s Recent Boom


A recent spate of corporate arrivals in the Reno and Northern Nevada area put the “Biggest Little City in the World” on the map with the likes of Tesla, Apple, Switch, and Google relocating large numbers of employees. Specifically, Tesla built a Gigafactory at the Tahoe Reno Industrial Center that employed 7,000 people at the end of 2018 with Nevada Governor Brian Sandoval estimating an economic impact of $100 billion over the next two decades.

Reno, Nevada rests on the western side of the state, within an hour of the popular Lake Tahoe tourist area and a half day’s drive from the Bay Area. Its close proximity to traditional Silicon Valley powerhouses, along with more business-friendly economic policies, have made it an appealing destination for tech startups in recent years.

The result has been very powerful, and the Reno-Tahoe International Airport plays a vital role in continuing to attract small and large businesses to enjoy all that the region has to offer.

Strategic Plan

The Authority has recently developed a new Strategic Plan. Passenger traffic is at its highest level in a decade, with new businesses and residents flocking to the Reno-Tahoe area. Reno was recently named one of the top ten small cities in America thanks to an infusion of hi-tech companies and 100,000 new residents in three years.

With the RTAA in the final steps of the a 20-year Master Plan process, the Authority’s senior leadership team incorporated extensive data, community and stakeholder input, and projections from the Master Plan into the strategic planning process for a growing airport in a prospering region.

The eight priorities outlined in the Strategic Plan provide the framework for the strategic direction of the RTAA over the next five years:

Air Service & Cargo: retain and increase air service and cargo.

General Aviation: foster an atmosphere to encourage general aviation growth at both airports.

Facilities for the Future: optimize existing facilities and construct new infrastructure at both airports to address market demand and implement the RNO Master Plan.

Safety & Security: maintain high levels of safety and security for everyone who utilizes the airports.

Financial Diversification & Growth: grow and diversify non-airline revenue streams at both airports.

Customer Experience: provide a positive environment and experience for all.

People: the Authority’s employees are the current and future strength of the airport.

Sustainability: operate and manage both airports with a holistic approach reflecting sustainability policies and practices along with environmental stewardship.

Additional details on the Strategic Plan are provided at https://www.renoairport.com/sites/default/files/PDFs/Facts-Figures/RTAA%20Strategic%20Plan-FINAL-FY-19-23.pdf


Capital Program

The key elements of the airport’s new master plan, which could feature as much as $1.2 billion in new capital, include:

A new consolidated rental car facility;

Runway extension and improvement;

Redevelopment of the ticketing/check-in area; and

Redevelopment of the two concourses so as to modernize them and to create more separation between them.

More specifically, in 2020, RNO will complete the second phase of a two-year runway renovation project on its north-south runways. A public-private partnership has been formed to build a consolidated rental car facility in the next two years. New concourses and ticket lobby renovations are also included in RNO’s Master Plan. As the airport grows, it is committed to maintaining the popular “Modern Mountain” look and feel that welcomes and sends off passengers inside the terminal.

RNO has benefitted from more than $300 million in federal grants over the past dozen years. New lighting and landing systems have been added, extensive repavement projects have taken place, and a new in-line baggage system, control tower, fire station and snow removal equipment building have been opened since 2009.

Leadership and Organizational Chart

The Authority benefits from a strong, diverse, and committed Board of Trustees, with a list of current board members and their biographies provided in Appendix B. The nine-member board is appointed by the City of Reno, City of Sparks, Washoe County, and the Reno-Sparks Convention and Visitor Authority (RSCVA).

The Authority is led by impressive and experienced leadership team as outlined at https://www.renoairport.com/airport-authority/airport-team/management-team, with the current organization chart for the Authority provided in Appendix C.

History

Boeing Transport built the airport in 1929. Originally known as Hubbard Field, the facility was named after Eddie Hubbard, Vice President and Operations Manager of Boeing Air Transport, who helped develop transcontinental air service. In 1936, United Airlines acquired the airport from Boeing and continued operating the airport until 1953 when it was then purchased by the City of Reno. A new terminal was then built and dedicated in 1960 in time for the Squaw Valley Olympics.

The Airport Authority of Washoe County was created by the 1977 Nevada Legislature to own and operate the airport. In July 2005, the Authority’s name was changed to Reno-Tahoe Airport Authority. In 1994, the airport was renamed Reno-Tahoe International Airport including the Senator Howard W. Cannon Terminal.


* * *

Consistent with the planned retirement of the incumbent, Marily Mora, on June 30, 2020, the Reno-Tahoe Airport Authority is now seeking to recruit a new President & Chief Executive Officer (“CEO”). This represents an outstanding opportunity for a strong, dynamic, and visionary leader to take the Authority to the next level in the pursuit of its mission, vision, strategy, and objectives.

The new President & CEO will work in a highly collaborative manner with the Board of Trustees and with all key internal and external stakeholders to advance the Authority in support of the robust economic growth of the greater Northern Nevada region.

The position is based in the greater Reno, Nevada area – a community with an outstanding quality of life and featuring many great attributes. More details on the exciting Reno-Tahoe region are provided in Appendix D.

Elements of the benefits program available to the President & Chief Executive Officer are provided in Appendix E.

Looking ahead, the key issues and opportunities facing the Authority, and therefore the new President & CEO, include:

Implementing the key objectives set forth in the Authority’s Strategic Business Plan;

Maintaining the high degree of collaboration and cooperation with other stakeholders while continually representing and advocating for the interests of the Authority;

Resolving the issues currently facing the airport in the area of public safety and security;

Continuing to drive the airport’s air service development plan in support of the growing travelling needs of the community;

Securing approval for the new master plan;

Securing cost-effective financing of the capital program implied by the master plan;

Capturing the substantial real estate development opportunities available to the Authority, particularly at Reno-Stead;

Driving the renewal of the RNO’s concessions plan and offering, introducing new and innovative concepts;

Ensuring ongoing adoption of and adherence to the organization’s core values; and

Reviewing the overall organizational and reporting structure.

PRESIDENT & CHIEF EXECUTIVE OFFICER - KEY RESPONSIBILITIES

Under general direction of the Board of Trustees, the President & Chief Executive Officer is responsible for planning, organizing, directing and controlling all functions and activities of the two-airport system operated by the Reno-Tahoe Airport Authority. Major responsibilities, by category, include:

Airport Operations, Security, and Maintenance

Monitors airport operations and takes action to enforce federal, state and local rules and regulations governing airport use and operations.


Facilitates the provision of air transportation services to meet the demands of the area within the environmental constraints of the community for less noise.

Coordinates ground-operating regulations, runway use and maintenance with Federal Aviation Administration (FAA) traffic controllers to maintain a safe operational climate.

Ensures the Airport Emergency Plan (AEP) is complete and reviewed regularly and meets the requirement to provide for the safety of the employees and the traveling public.

Finance & Administration

Directs staff in various aspects of budget development for the organization including establishing policies, recommending budgets, establishing control systems relative to budget management within each department; and keeping management staff and Board of Trustees informed of financial status on a regular basis.

Maintains a self-supporting or surplus revenue status by applying good business management procedures.

Planning, Construction and Environmental

Participates in the long and short-range planning of airport facilities by predicting aviation needs in order to formulate recommendations for major expansion programs and improvements of the airport.

Define, deliver, and oversee the implementation of airport plans to ensure the safe, secure, and efficient development of operations, and maintenance of the airport and related facilities.

Enforces Federal, State, and local rules and regulations governing airport use outside the area of authority of the Federal Aviation Administration (FAA) and recommends or promulgates modifications in existing rules.

Assists in the development of policies, procedures and standards for the Airport Authority.

Implements new concepts and innovations to improve airport operations.

Directs or conducts special studies and reports, providing recommendations and substantive information for policy and decision-making.

Communications & Community/Government Relations

Establishes and fosters liaison with key constituent groups to ensure that the Airport Authority’s interests are coordinated with those of relevant stakeholders. Represents the Reno-Tahoe Airport Authority in the community, the industry and in governmental meetings.

Builds and maintains strong collaborative relationships with external stakeholders such as airline executives, concession and transportation operators, business leaders, and federal, state, and local regulatory agencies

Promotes aviation activities in the community by representing the Reno-Tahoe Airport Authority in meetings on aviation matters.

Maintains cooperative relationships with all airport tenants, providing for their needs without interfering with others.


YEAR ONE CRITICAL SUCCESS FACTORS

The following critical success factors represent those deemed most critical to be accomplished in year one to ensure success:

Establish strong, trust-based working relationships with the Board of Trustees.

Establish himself/herself as the clear leader of the Authority, building strong relationships with the leadership team and staff.

Integrate into the greater Reno-Tahoe community, establishing relationships with key stakeholder groups and their representatives.

Identify and address the most compelling issues and opportunities facing the organization.

Develop a sound appreciation of RTAA culture and values and how to both effectively adapt to and help evolve them.

Assess the current RTAA organizational structure and management team and develop and secure approval for a plan to renew the organization consistent with strategic priorities.

PROFESSIONAL EXPERIENCE

The ideal candidate should bring most, if not all, of the following:

Experience as a general manager with overall cross-functional responsibility for the development and management of an enterprise or complex organization. Ideally, experience as a Chief Executive Officer and, if not, as a divisional or business unit general manager.

A highly regarded and experienced airport executive or a senior executive from an industry with similar or relevant characteristics:

‒ Airport sector candidates should bring extensive knowledge and experience of airport industry best practices, standards, and regulations.

‒ Consideration will also be given to successful and adaptable executives who bring experience from adjacent and relevant sectors such as airlines, aviation services, transportation and logistics, infrastructure, real estate, tourism, and travel.

For candidates with airport sector experience:

Experienced as the overall leader or as a direct report to the overall leader of a small, medium or large hub airport.

Brings a thorough knowledge of airport finance, revenue generation, administration, operation, maintenance, planning, development, and utilization of civil airport properties, services, and facilities.

Knowledge of airport operations and administration including the roles and functions of each department/section within the RTAA.

Knowledge of airport management practices as applied to the analysis, evaluation, development and implementation of airport programs, policies and procedures.

Knowledge of decisions and regulations made by the Federal Aviation Administration, Department of Homeland Security and other relevant agencies.


Knowledge of pertinent federal, state, and local laws, codes, and regulations affecting airport development and operations, air transportation, and airport safety and security.

Knowledge of principles and practices of corporate business, self-liquidating finance programs, revenue financing, pricing of rates and charges, and general accounting practices.

Background in managing an airport through a master plan implementation of new construction and infrastructure build out, on-time and on-budget.

Knowledge and experience with revenue drivers such as parking, concessions, marketing, airline agreements, and airport economic development.

Strong background in non-aeronautical revenue generation with a curiosity and passion for innovation in that domain. This includes a progressive orientation towards pricing and facilitation of the ongoing shift from cost-recovery to value pricing.

Demonstrated track record of establishing and maintaining solid, respectful and trusting relationships with all key stakeholders in an airport context, including boards, appointed governmental officials, airlines, concessionaires, on-airport service providers, business and community leaders, special interest groups, and other stakeholder groups.

For all candidates:

Brings an orientation towards strong community and stakeholder orientation with experience representing his or her organization at very senior levels to a wide variety of audiences, including the community and the public-at-large.

Experience in facilities development and capital program management of scale, with a track record of on-budget, on-time delivery.

Demonstrated strong project management skills in the context of direct management responsibility for large-scale initiatives involving significant dollar amounts and implications, a large staff and many diverse stakeholder groups.

Brings a strong track record of negotiating effectively with third parties including, in the case of airports, current and potential users of airport properties and facilities, agencies and interest groups.

Experienced in dealing with the public sector and ideally brings a nice blend of both private and public sector experience and of working at the public-private sector interface.

Experienced and comfortable working in highly visible representational positions that have put him or her “in the spotlight” and “under the microscope.” Adept at dealing with the media on a regular basis.

Experience working effectively and collaboratively with labor groups.

Ideally, experienced reporting to and/or working with a board of directors.

Willing and able to relocate to the greater Reno-Tahoe area and to effectively integrate himself/herself into the community.

EDUCATION AND QUALIFICATIONS

Minimum of an undergraduate degree from a well-respected school. Graduate degree and advanced executive leadership courses are highly desirable.


For those with airport experience, thorough knowledge of laws, rules, and regulations relating to civil airport operations, including those of the Federal Aviation Administration – F.A.R. Part 139.

A personal, criminal, and employment background check is required for this position.

Eligible to work in the United States.

IDEAL PERSONAL PROFILE

Integrity and honesty beyond reproach.

A strong, visible and charismatic leader of people with the skills required to motivate and “move” people in new directions. Leads boldly and by example and cultivates these attributes in others.

Decisive and not afraid to take a position on issues. Gathers input and perspectives from multiple parties but not afraid to make and stand by his/her decisions.

Recognized as visionary and forward thinking, with a track record of identifying the “next” opportunities for the airports, with an understanding that the candidate will inherit the current policies of the organization.

Balances his or her visionary orientation with solid execution skills; is results focused. Has a demonstrated track record of getting things done, demonstrating strong discipline and breaking through bureaucracy.

A strong delegator who makes effective use of his or her team and does not micromanage. A leader who gives people the responsibility and authority to get their jobs done, yet holds them accountable to do so.

Excellent relationship and stakeholder management skills, across all key external and internal groups.

Effectively manages multiple issues and conflicting interests, demonstrates courage under pressure and acts decisively, but not unilaterally, seeks consensus from division and department leaders on sensitive issues.

An effective arbitrator and consensus builder, capable of appreciating the differing and sometimes competing interests in a situation, resolving conflict, and bringing them together around a common and acceptable solution.

Collaborative and team-oriented. Oriented toward and effective at partnering and building relationships with key stakeholders.

Adopts a servant leadership approach and gives credit to others, inside and outside the organization, where it is due.

Strong business and financial acumen and insight. Thinks and acts like a businessperson.

Tough but fair, with an ability to negotiate successfully with third parties and walk away with “win-win” solutions and a positive experience for both sides.

Excellent oral and written communication skills as demonstrated by the ability to articulate an idea as well as the ability to listen to others; comfortable interacting with employees at all levels.

Accessible; has an open-door policy.


Politically astute but not political. Brings an apolitical orientation, but with good political sensitivity, astuteness, and acumen. Can handle himself or herself well with politicians and political bodies.

Brings an orientation toward public service. Appreciates that an airport organization is effectively a service business to a variety of stakeholders.

Has “gravitas” and senior executive-level stature to command respect and attention in the role, both internally and externally. Has demonstrated professional and executive presence to stand on behalf of an organization as its leader.

Comfortable working within a fast-paced, high-pressure, unstructured and ever-changing environment.

Calm, cool and collected; unfazed by crisis or challenge.

KORN FERRY CONTACTS

Michael J. Bell Senior Client Partner Miami

Office Direct: Mobile: Email:

+1.786.425.8920 +1.305.205.7238 [email protected]

Johnny Schumacher Senior AssociateAtlanta

Office Direct: Email:

+1.404.222.4068 [email protected]

Rebecca Chancy Project Coordinator Miami

Office Direct: Email:

+1.786.425.5221 [email protected]


Appendix A

Reno-Tahoe Airport Authority Core Values

LET’S THRIVE!

These are the values developed by the RTAA employees and adopted by senior staff.

TEAMWORK FOR RESULTS. Teamwork is the foundation of any successful organization. In the working world, teamwork means we need to be able to trust one another in order to perform at the highest level and achieve the greatest results – regardless of what we are working on. This means that everyone on the team is empowered to do their best work, knowing that support is there when needed and also that they have the autonomy to use their best judgment in any given situation.

Teamwork for Results means:

When partnerships are formed to complete a task or project, all parties are committed to the success of the whole.

We are successful by communicating and trusting each other At all times, we know what’s important and what we are working toward Knowing the goal, we keep our eyes on the prize and measure our progress continually Individual actions are considered in light of how they support the whole Working hard and having fun can be achieved simultaneously

HONESTY & INTEGRITY are the first cousins of Trust. When we operate from a position ofhonesty and integrity, all of our interactions are more effective because we are working on an even playing field. We trust that our words and actions are spoken and performed with good intentions for the individual as well as the organization. When we do the right things for the right reasons, everyone benefits.

Honesty and Integrity thrive in an environment where:

We keep our promises and our actions are guided by honesty and fairness It is up to each and every person to do the right thing, even when no one is watching All employees are enabled to communicate their opinions and ideas honestly and directly We all take ownership of the things we are responsible for

RESPECT & RECOGNITION are both given and received. In a respectful environment, communication is open and courteous regardless of the subject matter or circumstance because every person who works here is of critical importance to the mission. We also recognize and celebrate the good things we do, both individually and as a team.

In this environment:

It’s a two-way street: recognition and appreciation are given freely at all levels We pay attention to the good that we do, and speak up to offer praise Everyone’s viewpoint matters; we ask for and listen to feedback in order to continually

improve We value the contribution of each individual We seek to understand other viewpoints before arriving at decisions


INSPIRE & INNOVATE. With our respective talents and passions, every time we interact with another person each individual can start the ripple effect that moves through the organization, igniting each of us with the remembrance that we do important work, and we impact the lives of our co-workers and our community on a daily basis. With this in mind, we recognize that we are all actively participating in the success of the organization, and we freely share breakthroughs and great ideas.

In order to inspire & innovate, we keep in mind that:

Innovation happens at all levels: we all have the capacity to come up with the next great thing

There’s almost always room for improvement. “The way we have always done it” may not be the best or most efficient way to move forward

Making a commitment to behave with pride and loyalty regardless of the task at hand is always the best option

Our individual actions, however small, impact the morale of our team, our division, our department, and our organization

Everyone has great ideas, and it’s up to each of us to make sure we tell someone when we come up with something that will benefit the organization

Failure is the occasional outcome of good intentions. We will use failures to learn

VERSATILITY. In an organization our size, agility is key. While clear direction is important, so too is the ability to be flexible in the way we approach tasks, challenges, and opportunities. There is rarely only one way to do something, and we may need to explore various options in order to achieve the greatest success.

Our versatility means that we:

Utilize both internal and external resources Adapt to changing conditions in order to remain successful Recognize that the place we hold in our region is an important one, and therefore we are

able to balance the needs of the organization with the needs of the greater community Find the “win-win” ensures that we can shift our focus as needed

ENTHUSIASM FOR EXCELLENCE. A positive attitude can really take you places. By choosing to bring an enthusiasm for excellence to every task we undertake, we recognize the value of our work and our relationships as well as the importance of being the best at what we do.

Enthusiasm for Excellence generates:

A deep appreciation for the team that we have created at the RTAA A collaborative environment, where each person’s contribution truly matters A spirit of continuous improvement where we all recognize that our best efforts lie in the

next opportunity An appreciation for diversity of thought to help us all to generate new ideas and better ways

of doing things. A commitment to setting the bar high and to creating standards that others in our industry

want to duplicate


Appendix B

Reno-Tahoe Airport Authority Board of Trustees

Carol Chaplin, Chairwoman

Carol Chaplin has been in the hospitality and tourism industry in the Lake Tahoe area for over 35 years. Since 2008, she has served as the President/CEO of the Lake Tahoe and Tahoe Douglas Visitors Authorities. She is a director on the Regional Air Service Corporation (RASC) board and is co-chair of RASC’s Marketing Committee. Chaplin is also currently serving on the Tahoe Regional Planning Agency Main Street Management working group to provide final design recommendations for the U.S. 50 South Shore Community Revitalization Project. Appointed by the Reno-Sparks Convention and Visitors Authority, Trustee since 2017.

Jessica Sferrazza, Vice Chair

Jessica Sferrazza is the founder of a state-wide company, JESSCONV LLC, where she serves as a consultant to various local businesses. From 2000 to 2012, she served the community as a City of Reno Councilwoman, and is a past City Council liaison to the Reno-Tahoe Airport Authority. During Sferrazza's 12-year tenure on the City Council, she worked to revitalize downtown, helped to consolidate the regional animal shelter and initiated a neighborhood plan for the Midtown District. Appointed by the City of Reno, Trustee since 2015.

Shaun Carey, Secretary

Shaun Carey served as the Sparks City Manager for 14 years and spent more than three decades in public service. In 2016, Mr. Carey was instrumental in helping pass ballot measure WC1 and participated as a member of the citizen-led coalition and Chair of the Public Schools Overcrowding and Repair Needs Committee. He holds a civil engineering degree from the University of Nevada, Reno, and is a retired licensed Professional Engineer in Nevada, California and Colorado. Shaun was appointed to the Airport Authority Board of Trustees by the City of Sparks in April 2017.


Lisa Gianoli, Treasurer

Lisa Gianoli owns a government relations consulting firm and represents local government on legislative issues. She served for more than a decade as a Financial Analyst and Budget Manager for Washoe County, and during that time, participated in multiple committees while representing the County on fiscal issues at the Nevada Legislature. Appointed by Washoe County, Trustee since 2015.

Nat Carasali

Nat Carasali is a Founding Partner of Peppermill Casinos, Inc. He has served on the Board of the Reno Sparks Convention and Visitors Authority, the Nevada Athletic Commission and the Reno Citizens Advisory Board for Reno Redevelopment District II. He served in the United States Marine Corps and holds a bachelor’s degree from San Jose State University. He was appointed to the Airport Authority Board of Trustees by the Washoe County Commission in July 2013.

Daniel Farahi

Daniel Farahi is the Director of Development Services for Monarch Casino & Resort, Inc. He is a member of the Airport’s Master Plan Working Group and was formerly a member of the Airport’s Community Outreach Committee. Prior to rejoining Monarch in 2015, Farahi earned a Master of Business Administration degree from the Columbia Business School and worked as a management consultant in the financial services sector. Appointed by the City of Reno, Trustee since 2017.

Richard Jay

Richard L. Jay has served more than 30 years in community leadership roles in the Reno/Tahoe area. Currently working as First Vice President/Investment Officer for a major brokerage firm, Richard brings a strong analytical perspective to the Airport Board. He also serves on the City of Reno Financial Advisory Board and is an active member of the Chamber of Commerce, Sparks Rotary, and the Reno Youth Sports Association. In 2012, the Moana Sports Fields were renamed the Richard L. Jay Fields by the City of Reno. Appointed by the City of Reno, Trustee since 2017.


Jenifer Rose

Jenifer Rose is the CEO of It's My Community Store, a business to business office supply company that provides customers a way to give back to local charities. Ms. Rose is also the host of Plush Life, a local television show featuring regional products and events. As an entrepreneur for more than 15 years, Rose is committed to promoting northern Nevada and looking forward to contributing to the airport board. Ms. Rose is a member of the Organizational Effectiveness Committee for Washoe County. Appointed by the City of Reno, Trustee since 2015.

Art Sperber

Art Sperber is a Senior Project Manager with a Nevada Based Transportation Engineering Firm. With more than 30 years of Nevada consulting work experience, Sperber has a strong background in both air and surface transportation including: construction administration, quality assurance, contractor quality control, and civil materials testing. Sperber served as a Planning Commissioner on both the City of Sparks and the Truckee Meadows Regional Planning Agency. Appointed by the City of Sparks, Trustee since 2017.

Marily M. Mora, A.A.E., President/CEO (retiring June 2020)

Marily Mora, is the President/CEO for the Reno-Tahoe Airport Authority and is responsible for leading and directing the Reno-Tahoe International Airport (RNO), and the Reno-Stead Airport (RTS), with an operating budget of $46 million. Formerly the Assistant Director of Aviation for Oakland International Airport, Ms. Mora became the CEO of the Reno-Tahoe Airport Authority on July 1, 2013. Mora brings 28 years of airport management experience from three international airports including San Jose, Oakland and Reno-Tahoe International where she served as Chief Operating officer for 12 years before moving to Oakland in 2011.


Appendix C

Reno-Tahoe Airport Authority Current Organization Chart


Appendix D

About the Reno-Tahoe Area

When passengers land at Reno-Tahoe International Airport, they instantly know they have arrived at the Gateway to the Sierra. On approach, passengers experience a breathtaking view of stunning Lake Tahoe. World class ski runs are visible from the runways and taxiways. A skyline of casino towers beckons and glows at the base of the Sierra Nevada Mountains.

With 315 days of sunshine per year, a surrounding of natural wonders and a perfect location for West Coast business, the Reno-Tahoe region is an ideal place for business or fun. And the fastest, most efficient way in and out of the region is through the centrally located airport.

Downtown Reno is 4,500 feet above of sea level and is surrounded by picturesque mountain peaks. The Gateway to the Sierra, Reno is just a 20-minute drive from the stunning blue waters of Lake Tahoe and the tall, fragrant pine forests that are a natural wonderland for outdoor enthusiasts.

Whether seeking recreation, nightlife, art, business or education, Reno-Tahoe has something for everyone.

Good for Business

Located on the border of California and Nevada, Reno-Tahoe is further west than Los Angeles and further north than San Francisco. The community, and the airport, is adjacent to Interstate 80 and the Union Pacific Railroad’s west line providing outstanding transportation opportunities. This nexus of geographic location, and transportation strong points, make the region an ideal location for distribution centers. The airport has a thriving cargo operation that is helping fuel the growth.

Ecommerce fulfillment and hi-tech business are leading the way. Amazon, Patagonia, Urban Outfitters Inc. and Wal-Mart operate thriving distribution centers here. But the addition of Tesla, Panasonic, Switch, Blockchains, Apple and Microsoft have made Reno-Tahoe a burgeoning high-tech center. There is plenty of room for more business as the world’s largest industrial park, the 107,000-acre Blockchains Industrial Center, is under construction just nine miles west of the airport.

Tourism

In Reno-Tahoe, visitors literally ski in the morning, play golf in the afternoon, enjoy dinner and a casino show in the evening and play Blackjack to finish the night. While the economy has diversified greatly in recent years, the region’s leading industry is still tourism. The airport plays the key role in bringing customers to the casinos, ski resorts, golf courses, restaurants and shopping that attract millions of visitors each year.

Large hotel casinos dot the downtown region and light up the nighttime sky while offering top-name entertainment, gaming, excellent restaurants and five-star spas. But there’s more to Reno-Tahoe than gaming. An exciting restaurant and entertainment scene has blossomed in an eclectic downtown area that features a large riverwalk area that attracts swimmers and kayakers from May to October. The region offers three major shopping malls and a Cabelas outdoor store.


The Tahoe region offers the largest concentration of world class ski resorts in the world. More than 16 winter sports resorts draw worldwide visitors from November through April each year. Every winter, snowboards and skis are as common as roller bags at Reno-Tahoe International. The airport’s original terminal was opened in 1960 to accommodate the fly-in passengers and athletes for the Squaw Valley Olympics. The region’s snow sport heritage is memorialized in the airport terminal with an impressive ski sculpture by artist Douglas Van Howd.

Wintery mountains give way to perfect hiking and mountain biking trails in summer. The snowmelt feeds the Truckee River, a whitewater river that tumbles down from the mountains and runs through the center of downtown Reno and features one of the finest kayak racing runs in the world. Golfers can have a tee time any time of year in Reno-Tahoe where the snow-capped mountains are a breathtaking backdrop for any of the 40 regional golf courses.

Special Events

Every weekend, the region is alive with activity thanks to a full menu of festivals and special events. Each June, the community saddles up for the Reno Rodeo, the 4th largest rodeo in the nation. In mid-summer, PGA golf swings into action with the Reno-Tahoe Open as well as the American Century Celebrity Golf Tournament.

Hot August Nights is the largest classic car show in the country attracting 800,000 visitors who literally watch the hands of time turn back to the excitement of the ever popular era of the 50’s and 60’s. Labor Day weekend features a truly unique counter-culture festival called “Burning Man” that attracts 80,000 people to the Black Rock Desert. The gathering brings 30,000 travelers through the airport each year.

September features major events like the Best of the West Rib Cook Off that attracts 500,000 BBQ enthusiasts who consume 100 tons of ribs over six days. The Reno Balloon Races turn the blue Reno-Tahoe skies into a rainbow of color with 100 hot air balloons dotting the horizon.

For 50 years, aviation fans have been mesmerized each September by the National Championship Air Races. The air show and race brings 200,000 fans and $80 million to the local economy. Following the air races, the engines roar for one more week as Street Vibrations, the fourth largest motorcycle event in the nation, hits the roads.

A University Town

Reno is home to the University of Nevada and its highly respected College of Business. The impressive campus, serving 20,000 students, is adjacent to downtown and offers a University quad that would be the envy of an Ivy League school. In addition to the popular Nevada Wolf Pack sports teams, Reno-Tahoe sports fans also enjoy the AAA Baseball and Arizona Diamondback affiliate Reno Aces and pro soccer’s Reno 1868 FC.

Arts

Every sunset in the Sierras looks like a work of art, and maybe that’s why the Reno-Tahoe area has a thriving art scene. The community is the proud home of the Nevada Museum of Art, the Reno Philharmonic and the Lake Tahoe Shakespeare Festival that performs evening works of the Bard on the beach at Lake Tahoe. Each July, the arts hit a high note with a month-long celebration called Artown that brings 300 arts events to the region ranging from fine art displays, to dance, theater and a wide range of big-name musical performers.


Appendix E

Key Employment Benefits Reno-Tahoe Airport Authority CEO Position

Public Employees’ Retirement System (PERS) - all contributions are 100% paid by Reno-Tahoe Airport Authority

Deferred Compensation Program

Vacation - 19.5 days per year for first 5 years of service

Holidays - 13 days per year

Sick Leave - 15 days per year

Tuition Reimbursement

Employer paid health insurance

“Benefit Dollars” provided to purchase health insurance or other benefit options

$100,000 of Life Insurance coverage for employee

Relocation benefits

No State Income Tax

Documents

Confidential Position Specification Reno-Tahoe Airport