North Whidbey
North Whidbey Pool, Park, & Recreation District, Commissioner, position 1
Christopher Wiegenstein cjwiggie71@gmail.com
1. Why are you running for this particular position?
I am running for NW Pool, Parks, & Recreation Commissioner because I feel bringing my experience to this board of commissioners will benefit the pool, dog park and baseball fields collectively. I grew up here on North Whidbey. As a young person I was a member of the swim team. This experience taught me many qualities about myself and tools which have helped me in my life. I currently frequent the Clover Valley off-leash dog park with my dog, Winter.
2. What do you hope to accomplish in this position?
My hope is to bring experience as a board member on various boards throughout the years to the NW Pool, Parks, & Rec. While there I hope to encourage more community involvement. I would like to see the board be transparent and continue to grow programs for our community.
If an incumbent, what have you accomplished?
3. What problems do you see that you expect to correct or alleviate?
My goal of transparency to the community is important. Our tax dollars should be accounted for always and allow for community input to help us guide the commissioners’ decisions.
4. What relevant experience do you have?
I have been a part of many boards for non-profits throughout the last 10 years. My knowledge of and understanding of the North Whidbey community as a result of growing up here.
5. What will be your operating philosophy in office?
Community inputs prior to decisions being made is vital for an informed board when making critical decisions.
6. What message would you like to convey to voters?
I would like the voters to know I am here to work for them and need their input to assist in making NW Pool, Parks, & Rec District even better than it has ever been. Our community assistants should have the voice of the people considered and I hope to be that person for our community.
Respectfully, Christopher Wiegenstein, MS, LMHC, CDP
Whidbey News Times 11-30-18 Chargualaf is cited as interim swim coach.
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Well, I tried. I could find nearly nothing about Mr Chargualaf. It appears that he teaches Criminal Justice at Oak Harbor High School and coaches the swim team. I sure wish he had responded to the questions. By sheer default, because I can find nothing about the man, if I voted in Oak Harbor, I would vote for Christopher Wiegenstein.
North Whidbey Fire & Rescue District, Commissioner, position 2
http://www.whidbeynewstimes.com/news/candidates-for-fire-commissioner-share-differing-visions/
Marvin D Koorn popkoornm@yahoo.com
- 1. Why are you running for this particular position?
I have been involved with North Whidbey Fire for 39 years as a volunteer, volunteer Chief, career Chief and the last two years as a Commissioner. I want to see the department continue to be financially responsible and continue to serve our community with volunteers and part time employees.
- 2. What do you hope to accomplish in this position?
I hope to live within the budget the tax payers entrusted to the department while remaining safe and efficient.
If an incumbent, what have you accomplished?
As Chief we purchased four rebuilt fire engines at less then 40% of new cost having over 70% of their usable life left. I enabled the department to purchase 2 new tender pumpers that gave us tender credit plus back up engine credit for insurance purposes. The department also was able to build a new fire station and purchase a new administrative building, all with cash and having maintained a balanced budget.
- 3. What problems do you see that you expect to correct or alleviate?
I hope to increase the lack of volunteers who are under appreciated. I also want to spend the money entrusted to the department more efficiently and effectively.
- 4. What relevant experience do you have?
I have 39 years experience in the fire service, serving our community.
- 5. What will be your operating philosophy in office?
My philosophy is the efficient and effective use of the resources that the tax payers have entrusted to the commissioners, also maintaining a safe environment for the fire fighters.
- 6. What message would you like to convey to voters?
My 39 years of experience maintaining the department with over 100 volunteers, purchasing rebuilt fire engines, building a new station and purchasing an administrative building all while maintaining a balanced budget makes me the ideal candidate for this position.
Theresa Jenkins tj.northisland@gmail.com
. Why are you running for this particular position?
My involvement with North Whidbey Fire and Rescue began with family and friends. This involvement has given me the unique perspective of the department of both today and in the past. I have witnessed firsthand the frustrations with coverage, training, and leadership.
Currently, their biggest struggle is the lack of trust in the current Commissioner Board. Firefighters and the public have spoken at many Commissioner Meetings about the lack of transparency and failing to give a clear plan for the future of the District. How can a department function efficiently and effectively when there is no faith in their leadership?
Add to that the lack of personnel due to resignations and retirement, and this District is reaching a critical point where our firefighters and the public could be put in danger.
2. What do you hope to accomplish in this position?
My goal for this position is to bring a much-needed change. For too many years, the Board has been filled with retired Firefighters or Chiefs. This experience is not a requirement of the position, and by sticking to this tradition, we have failed to bring an outside voice or different perspective. It has made the Board stagnant and opposed to change.
Per the Washington State Commissioners Handbook, the Commissioners job is being responsible for governing the operations of the District by:
- • Determining levels of service and establishing goals.
- • Determining type and level of funding, approve budgets, tax levies.
- • Establishing policies and approve operational procedures.
- • Employing key personnel, supervising chief.
- • Guiding strategic planning.
- • Representing the District to the public.
The Commissioners should be providing the Fire Chief, District Employees and the public a clear strategic plan and budget. They should then allow the Fire Chief to see that those items are carried out. Currently, the Board has had too much involvement in the day to day operations of the District. That is not their job; their job is to provide the Fire Chief the tools to run a thriving district while maintaining an open line of communication with all parties. A good working relationship will allow items to be addressed in a timely and fiscally responsible way.
As a Commissioner, I believe that we are the voice of the department in the community. We need to be involved in the county and city and sharing the vision of the department. We also need to be more open and approachable. Our position is voted in by the taxpayers, and they deserve to be heard. We need to listen and address their concerns.
I hope to be able to bring a fresh perspective and approach. NWFR is no longer a district of 300 emergency calls a year. The District is averaging over 2400 fire and medical calls a year. That number is only going to continue to go up with the increase in housing in the county. This District needs to evolve and grow, and I hope to be able to bring my voice, support from the Firefighters and public to make it better for everyone. The Firefighters and Community deserve this.
3. What problems do you see that you expect to correct or alleviate?
My goal for the first 12 months of my term is to address what I feel are the three most critical items:
1. Personnel Recruitment and Retention
Currently, North Whidbey Fire and Rescue has a crisis level personnel issue. They have lost 23 firefighters and support staff, and a lot of their volunteers are nearing retirement. The department has got to evolve and grow. Currently, the firefighters of NWFR are paid between $12.50 - $15.50 per hour without any benefits or vacation pay. This type of pay forces the members to hold 2 or 3 different jobs to support themselves and their families. We need to come up with ways to get the pay scale and benefits at neighboring district levels and offer incentives to promote advancement and retention. If we don't start offering training and advancement opportunities, our firefighters will continue to leave for better positions. The District is no longer a department that can survive on volunteers. The amount of emergency calls currently being received requires training, staffing, and growth within the District.
2. Facilities and Apparatus
These two items are my most frustrating topic.
My opponent has outlined his history of paying cash for apparatus and new stations during his time with the department. The issue has become that the other stations and apparatus have failed to be maintained properly. He and the other Commissioners have shown the mindset that they are not willing to spend the budget set forth for facilities and equipment. This attitude from the Commissioners has resulted in facilities failing to be adequately maintained or having any updates in far too many years. Our firefighters live with peeling linoleum, stained and worn carpets, and broken furniture. The stations all need paint and updating. They deserve to be proud of the stations they represent.
The district equipment attitude has been focused on a "fix it if it breaks" view. Because of this approach from leadership, the equipment has not followed a regular maintenance schedule. This attitude has resulted in engines requiring a large number of repairs or the recommendation of replacement within the next two years.
Firefighter equipment. Their fire bunker gear is at or nearing age limits; their air bottles are nearing max-age. They do not have the proper washing facilities or replacement gear to lessen their exposure to carcinogens. They deserve safe and up to date equipment. Their safety should be an utmost concern.
3. Strategic Plan:
For too many years, this department has survived without a clear and concise strategic plan. If North Whidbey Fire and Rescue is to grow and evolve, we must develop a long-range plan. The plan needs to be provided and explained to the department and the public. This transparency will provide everyone with a clear picture of the future and where the department is headed. Being transparent will bring loyalty from the department personnel and support from the community.
Our job as Commissioners is not to deal with the day to day operations; it is to deal with the budget and big picture.
I have no grandiose ideas that everything is going to be solved magically in the first 12 months. But if we can provide the District with a strategic plan for the items above in the first year, the District will gain support, and we will be able to plan its future needs. You cannot plan fiscally in regards to grants or future funding without a clear picture of the coming needs of the District and the support of the community and department.
4. What relevant experience do you have?
As I have stated many times, I do not have fire experience. My background is in banking, lending, and management. I commend my opponent for his years of fire service, but that is not a requirement of the position. This history of only voting in Commissioners with fire experience has become a detriment to the department by not bringing in an outside perspective.
My business and office background, I believe, will allow me to assist the Fire Chief when it comes to personnel, marketing, and public relations issues.
Another aspect that has been missing from this department is open communication and a voice in the community. Our job is to be the Representative of the Department by being involved and a presence in the community. People will not support a department they know nothing about. My involvement with many of the local organizations in the area brings me an opportunity to speak and gain support for the department.
5. What will be your operating philosophy in the office?
Having a business background, I have a much different philosophy than my opponent. I firmly believe you need to place good people in key positions and allow them to do their job. If you interfere in the daily operations, you break the chain of command, and the department loses faith in its leaders.
As Commissioners, we need to focus on the Big Picture of the department. We must allow the Fire Chief we hire to do his or her job - which is to lead this department and personnel according to the Strategic Plan and Vision we have set forth. We become involved only when he or she is not following the directive that has been set. We must have faith and open communication, not interference.
You also have to give them the tools to succeed. That involves the ability to recruit and hire personnel, the organizational systems to assist them in their daily operations effectively and efficiently and a clear vision and their expectations for the future. All of these things have been missing from the department for too long.
6. What message would you like to convey to voters?
The most important message I would like to convey is: it is Time for Change. The community is growing, and this department has got to grow with it. If the department does not evolve and plan for the future, then there will be no department and personnel to answer the call for assistance.
The Firefighters and the Community deserve transparency and a clear vision for the future of the department.
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I was frankly undecided about this position, so I asked someone in another fire district whose judgement I respect. His opinion: “A quick review tells me Theresa is the superior candidate.” Here is his follow up: “Theresa is far superior to her opponent. She hits on all key issues I am concerned about and does it in a thoughtful well-reasoned manner. One key reason she is needed is because she is not a fire fighter, but one who comes with good business background so she can ask the tough questions of staff – something I will be doing if (or dare I say when) I become a commissioner.”
If I voted in Oak Harbor I would accept my friend’s good counsel and vote for Theresa Jenkins.
Penn Cove Water & Sewer District, commissioner, position 2
Bob Genereaux b.s.genereaux@gmail.com
1. Why are you running for this particular position?
Provide geographic diversity on the Board. Improve water quality and customer service.
2. What do you hope to accomplish in this position?
Provide uniform service to all customers at appropriate cost.
3. What problems do you see that you expect to correct or alleviate?
Customer service is not uniform and costs are not appropriate.
4. What relevant experience do you have?
Have been a customer of multiple and various types water and sewer utility services for 85 years.
5. What will be your operating philosophy in office?
Cooperate with fellow Board members to enhance customer satisfaction.
6. What message would you like to convey to voters?
Penn Cove Water & Sewer has some serious issues that need to be addressed.
No relevant info on-line. She has a facebook page about her photography services.
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Well, this is truly frustrating. At least one of the two candidates responded. I have not been able to find anything at all about the second, except that she has a photo business. If I voted in the Penn Cove Water District I would close my eyes and stab at the paper. There is simply not enough information available. I suppose you might vote for Bob Genereaux just because he actually responded. Your call.
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