Lucia Maloney
Lucia Maloney
Occupation: Self Employed, High Sierra Creative, LLC
Age: 39
Contact: electluciamaloney@gmail.com; www.LuciaMaloney.com; 775-386-2836
Record of service
C Hill Flag Foundation: President; 2024 – Present
Eagle Valley Women's Club: Board Secretary; 2024 – Present
Carson City Regional Transportation Commission: Commissioner; 2022 – Present
Carson Area Metropolitan Planning Organization: Commissioner; 2022 – Present
Western States Industrial Technologies: Corporate Board Member; 2011 – 2023
American Public Works Association, Nevada Chapter Executive Board: Director; 2021 –2022
Nevada Advisory Committee on Traffic Safety: Advisory Member; 2018 – 2021
Tahoe Transportation District, Board of Directors (Carson City’s Representative):
Vice Chair, Board of Directors / Chair, Budget & Finance Committee; 2017 – 2021
Washoe County Design Review Committee: Principal Planner; 2015 – 2021
National Academy of Sciences’ Transportation Research Board (TRB) - Travel Survey Methods Committee (ABJ40): Committee Member; 2012 – 2014
Education:
University of Texas at Austin M.S. Community & Regional Planning; Certificate of Specialization: Environmental Planning; 2009
University of California, Berkeley, B.A. Legal Studies. Minor: City Planning; 2007
Briefly describe the core duties of the position you are running for
The Ward 4 Supervisor should bring technical expertise and clear judgement as one member of a 5-person board. They must listen, contribute actionable ideas, and build coalitions to implement real solutions to our community’s challenges. Let’s work together to make Carson City the most business-friendly state capital in the country.
A brief statement about your platform
I am a small-business owner and mother of two school-aged children with over 20 years’ combined experience in the public, private, and non-profit sectors. I’ve spent my career bringing data-driven transparency to government programs, building coalitions, and obtaining state & federal funding to solve problems and make local governments work better for their citizens. I offer a different perspective to Carson City leadership and am running to serve as a voice for Carson City’s working families and small businesses through experienced, common-sense decision-making that prioritizes Carson’s small-town character and quality of life.
My resume and accomplishments are in the specific areas challenging Carson City today and into the next 4 years. Key short-term priorities include:
• Implementing actual solutions to critical problems including the lack of local roads maintenance - without new taxes on property owners.
• Improving customer service across all City departments.
• Increasing transparency & accountability by simplifying permitting and reducing bureaucratic red tape.
• Building alliances to bring in outside funding for critical infrastructure projects.
What are the 3 biggest issues facing Carson City and what are possible solutions?
• If road funding is one of the biggest issues, please answer this question: If funding for roads doesn’t earn voter approval, how does Carson City fund roads?
1. Simplify ordinances and policies.
Existing City regulations are complex and confusing, increasing project risk, uncertainty, and cost. They make it more expensive to live here. They reduce individuals’ ability to invest in this community. My Legal Studies degree from U.C. Berkeley will allow me to lead the simplification and streamlining of City Ordinances and policies.
2. Spread the tax burden.
State capitals have a significantly higher percentage of non-taxable property than other cities. As a retirement community with no state income taxes, ongoing property tax increases are not sustainable. Other state capitals are reducing resident tax burden through funding strategies that include all users of the system, including visitors. We should, too.
As the City’s Transportation Manager (2017-2021), I successfully built coalitions and led efforts to bring in outside funding for $41M+ in previously unfunded infrastructure projects, including the two single largest competitive grants Carson City had received to date. I will fight tax increases on our residents and businesses and work tirelessly to build partnerships that support ongoing funding for Nevada’s capital.
3. Implement solutions to maintain our local roads.
Using my 20-plus years experience in public policy and transportation, I propose a 3-step plan to solve the local road maintenance issue without increasing property taxes.
Step 1: Implement policies to substantially reduce the shortfall estimate.
Although asphalt maintenance “best practices” include slurry seal every 3-5 years, a thicker coat every 10-12 years, and full replacement at 20, most of Carson City’s 288 miles of roadway are 30-plus years old. Many former Ormsby County roads have never been touched. Our soils are mostly stable, and our roads deteriorate much slower than the national average. Additionally, researchers here at University of Nevada (with whom the city consults) are global leaders in the science of asphalt technology. The new asphalt we install each year is expected to last longer than ever.
We shouldn’t be surprised that an estimate based on outdated asphalt technology and maintenance schedules for regions with different soils is $21M over-budget. Staff has done their job by providing the initial estimate. It’s elected leadership’s turn to ask technical questions and constrain the maintenance costs through policy.
Policy opportunities include: Extending the maintenance schedule to slurry every 8-12 years and replace at 50. Encourage swales instead of driveway culverts as required in today’s City Code to reduce future maintenance burden. Replace Code requiring half-street improvements (CCMC 11.12) with a transparent impact fee program, where collected funds could be leveraged to match outside grant funding. Change current City policy that considers sidewalks and bike paths on both sides of all streets (even rural ones), among others. These policy decisions won’t be easy, but it IS possible to cut the road maintenance shortfall estimate in half.
Step 2: Ensure all users contribute to the roads and reallocate existing resources.
All options must be on the table. I support implementing solutions that include: increasing out-of-City landfill fees so heavy, non-local drivers pay their fair share; increasing non-resident fees for use of our recreation programs; exploring a hotel room tax increment for transportation as neighboring jurisdictions have done; and supporting the growth of our airport complex into a regional economic engine that supports City infrastructure like they’ve done in Truckee.
I support reallocating existing resources such as considering privatization of City services like snow plowing or street sweeping and stretching the city-wide vehicle fleet budget by eliminating underutilized vehicle replacements.
These existing opportunities could raise $3-4M+ annually for roads, leaving us with a remaining shortfall of $6-7M.
Step 3: Transparent and accountable spending of available revenues.
As Transportation Manager, I led action-oriented culture changes focused on transparency and reducing the taxpayer burden. These included development and implementation of: Carson City’s first Pavement Management Plan in 2017 (the first adopted policy for transparent, data-driven roadway maintenance); A “dig once” policy that pairs utility and road projects to save taxpayers money; and the aggressive pursuit of outside funding for City infrastructure.
Step 1 brings the shortfall from $21M to closer to $10M. Step 2 drops it further to $6-7M. Step 3 could be funded through the November ballot measures. I support both. The sales tax increment spreads the tax burden to all roadway users and the Governmental Services Tax (vehicle registration fee) will additionally capture electric vehicles who don’t contribute today.
If the two ballot measures fail to pass in November, I believe it will be due to inadequate specification of how the funds would be used. The groundwork for accountable spending has been laid, but there is work to be done. Through common-sense policy and transparent implementation, this challenge is solvable. I’m confident we can get there.
What makes you the most qualified candidate for this position
Decision-making over the next 4 years will require expertise that goes beyond our shared love for this community. Leadership must do more than their homework. We must take action on topics that include identifying reasonable and appropriate solutions to local roads maintenance, actionable solutions to homelessness, updating our outdated Zoning Ordinance, simplifying permitting, properly resourcing City Departments and programs, and building board support around incremental improvements that stretch our limited tax dollars further than ever before. I am uniquely qualified to listen to residents' input, ask the right questions based on years of experience in these specific areas, and actively guide transparent and reasonable solutions that just make sense.
I am a solutions-oriented leader with distinctive cross-sector experience. I have spent the last 20+ years successfully navigating, crafting, and managing public policy in some of the most complex regulatory environments across the U.S. As a working parent in a post-pandemic world, I’ve experienced the challenges facing our working families. My education, professional expertise, and personal circumstances are unique amongst other Board members and will provide a critically needed perspective on City leadership.
To old friends and new, I look forward to talking with you about your ideas for how we can make our local government work better for everyone. Please, call me anytime: 775-386-2836.
Lisa SchuetteLisa Schuette
Occupation: Retired; current Ward 4 supervisor
Age: 61
Contact: lisaschuette.com, electlisaschuette@gmail.com
Record of service: Ward 4 Supervisor, 2021-present
Education
Bachelor of Science in Education, University of Nevada Reno, 1992
Associates of Arts, Western Nevada College, 1986
Police Officer Standards and Training (POST) Certificate, San Diego Police Academy, 1985
Record of service:
Chair and Founder Carson Animal Services Initiative (CASI): 2012 – present
Carson City Regional Transportation Commission: 2021 – present
Carson Area Metropolitan Planning Organization: 2021 - present
Carson City Parks and Recreation Commission: 2021 – present
Carson Water-Subconservancy District Board of Directors: 2021 – Present
Carson City Redevelopment Authority Citizens Committee: 2021 – present
Carson City Audit Committee Member: 2022 – present
Carson City Board of Health: 2021 – present
Carson City Liquor and Entertainment Board: 2021 - present
Ron Wood Family Resource Center Board Member and President: 2016 – 2021
Smile for a Lifetime Board Member and President: 2014 – 2019
Co-founder: John and Nancy Gaskill Memorial Nursing Scholarship WNC: 2009 – ongoing
Carson Middle School Cross Country Coach: 2001 - 2013
Carson City School District Family Life Advisory Committee and Chair: 2002 – 2013
Carson City School District Teacher of the Year
Northern Nevada Business Weekly 2018 Northern Nevada Top 20 Powerful Women
Carson City Chamber of Commerce Ten Women of Distinction 2024
Briefly describe the core duties of the position you are running for
City Supervisors enact policy and serve as community decision makers. Growth management and land use decisions, budget approvals, development decisions, capital financing, and strategic planning are included in core duties as is the appointment of several city and committee positions. Being able to work with staff and communicate with the public is essential.
A brief statement about your platform
Carson City is a wonderful place to live. People appreciate our charm and small-town feel. It’s important to maintain that appeal while meeting our community needs. My priorities include addressing our road funding challenges so we can better maintain and preserve our roads to reduce the need for more costly full repaving or reconstruction. Rehabilitating and updating aging infrastructure, including the Quill Water Treatment Plant, so we can meet resource needs as we grow. Ensuring that Carson City’s Master Plan update represents the opinions and visions of our community members is essential, as is making available housing opportunities for all price points because everyone in our community is important. As we think about community, I’m mindful of how tourism brings in revenue that supports business and helps fund city services. Enhancing the Carson City experience for our residents and visitors alike is a win. We can lay the groundwork for solutions through a cooperative approach with stakeholders and community members: name the objective, look at different ways of addressing the issue, review the impacts (positive, neutral, and negative) of the different mitigation measures, then act.
What are the 3 biggest issues facing Carson City and what are possible solutions?
Roads: Maintaining our roads is vital. They connect us to jobs, schools, healthcare and essential services. Addressing our road funding challenges is a priority of mine. Costs associated with maintenance and repair have outpaced revenues and we have an opportunity to address this shortfall.
Regular maintenance is cheaper and more efficient than reconstructing failing roads. Currently, Carson City prioritizes highly traveled regional streets when spending its limited dollars. These roads are eligible for federal grants, so we have been able to leverage monies to make our road dollars go further. Unfortunately, local roads aren’t eligible for grant funding, so repair and maintenance dollars are limited.
The majority of our road funding comes from local fuel tax revenues. Regardless of price per gallon, the tax remains the same at 15.35 cents per gallon. While revenue has remained flat due to the increased use of hybrid, electric, or more fuel-efficient vehicles, maintenance and construction costs continue to rise. I support the two ballot measures coming to the voters as I see both as ways to capture a larger percentage of users, especially visitors and those who drive electric and hybrid vehicles. If passed, these funding sources can only be used for our local roads. In the event the ballot measures don’t pass, we will be tasked with looking at other funding options or continue to see our road conditions decline.
Master Plan Update. Carson City is currently going through a Master Plan update which is exciting. Our Master Plan provides guidance on where and how the community should and will grow in the next 20 years and helps direct decisions for addressing issues related to growth, economic development, land use, open space, etc. I have been very active listening to community members and businesses sharing their ideas and concerns about what they like and don’t like about Carson City’s current plan along with what’s working and what’s problematic. It’s important that the update reflects the opinions and visions expressed. As the primary emphasis of the master plan is to provide long range guidance to residents, property owners, and decision makers regarding land use and allowed densities, the process needs to be a priority.
Housing. I often hear about the need for housing from people who are struggling to find a place that they can afford. I believe that providing a variety of housing options and housing opportunities at all price points is important. Whether you are an individual worker, have a family, are retired, or living on a fixed income, having a place to live matters and allows for greater economic stability.
What makes you the most qualified candidate for this position
I have a proven track record of leadership and community service. In my four years serving on the Board of Supervisors, I’ve addressed each agenda item through the lens of how the decision will impact our community, not just in the short term but long term as well. I’m proud to be an advocate for all Carson City residents. I am known as a bridge builder; I’m able to work with differing perspectives to find the best way forward. This isn’t always easy as there can be conflicting visions regarding what’s best for Carson City.
My commitment to this community runs deep, a commitment that isn’t geared around the election, but instead reflects who I am. My career path was in law enforcement and education, serving as a Deputy with the Carson City Sheriff’s Department, a Juvenile Probation Officer with Carson City Juvenile Probation, and a Health Teacher at Carson Middle School, where I was named District Teacher of the Year in 2013. I coached middle school cross-country and served on the boards of Ron Wood Family Resource Center and Smile for a Lifetime. Currently I serve on several city commissions including Regional Transportation Committee, Audit Committee, Carson Water Subconservancy District, and the Parks and Recreation Commission. I founded the nonprofit Carson Animal Services Initiative (CASI) that spearheaded the building of the animal shelter on Airport Road. CASI now teams with FISH and Pets of the Homeless during their yearly wellness clinic to help provide spay/neuter services to pets in need. I volunteer with Muscle Powered Trash Mob and assisted with the Saliman Pathway project. As a lifelong Carson City resident, I take seriously the role of community member and in lieu of pointing out problems, I act to solve them. That’s qualified leadership.