IVGID GM’s Corner: Get ready for your IVGID report cards | SierraSun.com

IVGID GM’s Corner: Get ready for your IVGID report cards

Steve Pinkerton

Report Card Day. I’m guessing that all of us feel a little twinge in our gut just reading that phrase.

It is something we all went through as a child and young adult. And while the name may have changed for us in adulthood to “performance evaluation,” “budget review,” “quota” or some other moniker — we all still have that periodic day of reckoning to see where we stand.

Just as with report card day — your grade may be dependent on a number of factors. It may be partially based on your mastery of the subject matter, it may be partially based on how you rate against your peers.

How much you have improved since the last interval may also be a factor. It may also be dependent on how much you contributed to the team as a whole.

“We also plan on putting it in a format that is easy to read and understand. While we can’t be completely non-bureaucratic, we will try our best. We will also focus on a minimum number of important factors and not overload you with information.”

Typically, it isn’t just based on an often subjective bottom line.

So where am I going with this?

It is budget season at IVGID, and we are striving to put together a budget which provides more information than just the bottom line.

Our goal is a budget that provides an overall picture of where we’ve been, where we are going, and how we are doing in comparison to our peers and industry standards.

To meet that goal, we’ll be providing dashboards in each section of the budget that will serve as our report card for each function within the District.

Since every function is unique, the measurements will vary from function to function, but the overall methodology will be consistent. We will be providing you with information and measures that demonstrate our level of service, our efficiency, our effectiveness and our customer value.

The measures we will include information about how we stack up against our peer agencies, how we stack up against industry standards and how we are doing versus the previous year. It will also include feedback on the customer experience.

We also plan on putting it in a format that is easy to read and understand. While we can’t be completely non-bureaucratic, we will try our best. We will also focus on a minimum number of important factors and not overload you with information.

When we finalize this information, I’ll be including it in future columns. I believe these dashboards will be far more informative than your typical budget.

Your typical budget outlines your goals and objectives and what they will cost. At the end of the year, you determine whether or not you’ve met your objectives and whether or not you stayed within the financial parameters you set at the beginning of the budget year.

With our new measures in place, we’ll also be able to evaluate whether or not we allocated resources in a manner consistent with our service objectives. We will be able to evaluate whether or not we performed these services more efficiently and whether or not we exceeded regional or national standards.

We will be able to measure whether or not we were effective in how we delivered this service. Delivering a service at the lowest cost possible is not always the best option. It is also important to make sure we delivered the service in a manner that is cost-effective in the long run, not just the short run.

For example: Did we exceed our safety goals? Did we do it in a manner that maximized the useful life of our equipment? Did we set aside the appropriate amount of funds for future replacement costs?

Finally, we will better quantify the value that our functions provided to our constituents. For example, how do our utility rates compare to others? How much did our pass holders save in admission fees for Golf, Ski, Tennis or the Rec Center? How much do similar agencies charge for administration and overhead?

We will also conduct an annual customer service survey to measure customer satisfaction levels for each function of the District.

By conducting the survey annually, we will be able to better measure how we are doing over a time series instead of just a snapshot in time. This allows for more immediate intervention when levels are not heading the right direction.

And since we are a service organization — it is important to measure customer service.

In fact, all of these measures will help provide more immediate course correction when needed. At the staff level, many of these measures will be evaluated on a daily, monthly and quarterly basis — not just once a year.

Just as in school, regular progress reports mean fewer surprises come report card time!

We are looking forward to providing you with our report card, and we are looking forward to having as few surprises as possible on report card day!

“GM’s Corner” is a recurring column from Incline Village General Improvement Distinct General Manager Steve Pinkerton, who will discuss issues and offer updates regarding various district matters. He may be reached for comment at steve_pinkerton@ivgid.org.

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