IVGID GM’s Corner: Your district report cards are in | SierraSun.com

IVGID GM’s Corner: Your district report cards are in

Steve Pinkerton

Last February I penned a column where I noted the desire to create a budget that provided you with more than just a bottom line — more than just how we are allocating our financial resources.

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 are now providing dashboards in the budget which 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 is consistent. We are providing you with information and measures that demonstrate our level of service, our efficiency, our effectiveness, and our customer value.

The measures we provide 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.

“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.”

I believe these dashboards will be far more informative than a typical budget. A typical budget outlines goals and objectives and what they will cost. At the end of the year, we determine whether or not we’ve met those objectives and whether or not we stayed within the financial parameters 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. 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 an appropriate amount of funds for future replacement costs?

Finally, these dashboards will better quantify the value that District 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?

I had promised you that I’d provide you a summary of our report card when it became available. Here are some highlights:

The projected billing rate for our Fleet Division is $70 per hour. Private sector repair rates for our equipment would range from $90 to $118 per hour. The productivity percentage for our engineering staff is 87% up from 83% in 2014-15. The industry standard is 80%.

The total operations, maintenance, transmission and pumping expense per customer for our water plant is $234. The industry standard is $361.

Despite having more pump stations and pipelines than many cities 10-20 times our size due to our geography, the operations and maintenance expense for our wastewater plant is also lower than the industry standard.

The average IVGID water and sewer bill is $254 per year less than the average for the Lake Tahoe Region. That is a total annual savings of over $2 million for our residential customers.

Discounts from the market rate to IVGID Pass Holders were over a million dollars at our golf courses and nearly $500,000 at Diamond Peak. The typical discount for a pass holder at Diamond Peak was over 60 percent below the market rate.

Our lesson revenue per skier at Diamond Peak was nearly double the industry standard.

Our food and beverage sales at Diamond Peak were 30 percent above the industry average.

Our food cost as a percentage of revenue at all of our venues were well within the industry standards at 30 percent.

Our member retention rates were well above the industry standards for both the Recreation Center and the Tennis Center.

To see the entire set of dashboards, just go to page 73 of our budget document: bit.ly/29MqgvJ.

You will note that there are some blank sections on some of the dashboards which we still have to fill in. For example, finding industry standards for some of our performance measures is a work in progress since there is no one regulatory agency or association who gathers and publishes this data, and there are some items we are just beginning to measure.

So please take a look at our dashboards and tell us what you think. Feel free to provide us with your feedback on how our report card looks!

“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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