IVGID GM’s Corner: What to know about our new strategic plan | SierraSun.com

IVGID GM’s Corner: What to know about our new strategic plan

Steve Pinkerton
Special to the Bonanza
Steve Pinkerton

For the first time since 2010, IVGID has an updated Strategic Plan. Why is that important?

A Strategic Plan, if properly executed, provides the District with the ability to channel resources in a direction that yields the greatest benefit to residents, constituents and guests.

The basic intent of the plan is to identify long-range principles that align activities of the District to the strategy of the District.

In other words, we try and make sure that we align our community values with the actions that we take. Additionally, we make sure that what we do today, is consistent with where we all want to be in the future.

“We felt that brevity allows for more accountability and transparency. It makes it much easier to distribute and communicate to the public.”

The key benefits to strategic planning include:

Focusing the District’s resources on activities that are essential to increasing customer satisfaction, lower costs, increasing value and achieving measurable outcomes.

Creating a planning and implementation system that is responsive, flexible, and disciplined.

Encouraging cooperation and support among all District functions.

Reinforcing the continuous improvement culture of the District.

Empowering managers and employees by providing them with the authority to fulfill planned activities.

Providing for more seamless internal and external customer service.

Defining and describing the District’s key strategies. As a result, employees and residents know where the District is headed.

As you can see, adopting and executing a Strategic Plan is an essential part of efficiently and effectively operating our District.

However, developing the Plan is not a simple task. Our Board of Trustees and Senior Staff held three lengthy team building sessions along with additional six additional meetings between March and September in order to put together the Plan.

At these public meetings, the District’s strengths and weaknesses were assessed along with upcoming challenges to the District. Programs and processes were reviewed for syncing strategies with operations.

Mission, Vision and Value statements were updated. Operational goals and actions steps and tactics for District venues were discussed in great detail.

Key elements and environmental factors impacting the District were evaluated and the District’s existing Long Range Principles were updated. There was also plenty of focus on providing clear goals and objectives for the next two years.

After this exhaustive process, the final document provides a clear template for the District’s priorities over the next two years. The final plan was adopted at the Board’s September 23, 2015 meeting.

Unlike many Strategic Plans, the final document is concise and focused. At less than 20 pages, it is a fraction of the length of many comparable plans. It was our goal to keep the plan focused on our main goals over the next two years.

We felt that brevity allows for more accountability and transparency. It makes it much easier to distribute and communicate to the public. For example, we will be inserting the document into our next quarterly newsletter.

The Plan’s primary focus is on implementation not just documentation. While each Long Range Principle is clearly delineated, there is more discussion of objectives and initiatives than there is about defining the principle. There is also a detailed discussion about the actions necessary to ensure proper implementation and ongoing reassessment of the Plan.

The Six Long Range Principles in the plan include:

1. Resources and Environment: Initiating and maintaining effective practices of environmental sustainability for a healthy environment, a strong community and lasting legacy.

2. Finance: The District will ensure fiscal responsibility and sustainability of service capacities by maintaining effective financial policies for operating budgets, fund balances, capital improvement and debt management.

3. Workforce: Attract, maintain and retain a highly qualified, motivated and productive workforce to meet the needs of District venues.

4. Service: The District will provide superior quality service and value to its customers considering responsible use of District resources and assets.

5. Assets and Infrastructure: The District will practice perpetual asset renewal, replacement and improvement to provide safe and superior long term utility services and recreation activities.

6. Communication: The District will engage, interact and educate to promote understanding of the programs, activities, services, and ongoing affairs.

The Plan includes specific behaviors associated with each Long Range Principle specific objectives for the next two years for each Principle along with currently budgeted initiatives for each Principle.

I’d encourage all of you to go to the following link — bit.ly/1HzosRK — and review the full plan.

As General Manager, it is my responsibility to ensure that the Plan gets implemented. I look forward to providing all of you with updates of our progress over the next two years.

“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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