Core Strategies

  1. Develop and implement organizational restructuring and processes for continuous improvement that enhance operational efficiency, improve customer service and service effectiveness, as measured by program outcomes, for key customers.
  2. Establish and continually reevaluate service priorities. Proactively align current and future county services and programs with established priorities that anticipate needs, enhance health and safety, protect the environment and offer cultural, recreational, and economic opportunities.
  3. Through leadership, infrastructure and resources, aggressively develop economic opportunities which provide for a strong economic base, equally balanced with protection of the environment and quality of life issues.
  4. Pursue local, regional, and state collaborative working relationships, public involvement and communication strategies which position Marathon County Government as a recognized leader in coordinating resources for the purpose of meeting community needs in Marathon County and the surrounding area.
  5. Attract, develop, and retain staff capable of the leadership and vision necessary to provide excellent services. Educate and encourage public involvement in County Government, while developing the governance skills of elected officials.

Proposed Plan of Activities

Proposed Marathon County Plan of Activities by Core Strategy
FY 2006-2008
(Identified through the December Board retreat discussion)
(Additional Items Identified by Administration)

 

Core Strategy #I. Develop and implement organizational restructuring and processes for continuous improvement that enhances operational efficiency, improves customer service and service effectiveness, as measured by program outcomes for key customers.
  1. Implement a customer satisfaction survey(s) which measures and monitors customer satisfaction with County services.
  2. Restructure the County Board organization in order to foster successful accomplishment of the strategic initiatives.
  3. Restructure the County operational units to be consistent with fostering effective and efficient services.
  4. Establish a specific goal(s) for each department, to include predetermined measurable (expected) outcomes based upon normative data, and monitor outcomes with appropriate regularity.
  5. Develop a set of (high level) key reports (a dashboard) germane to measuring the accomplishment of the County’s strategic vision and continuously and appropriately monitor the same.
Core Strategy #II. Establish and continually re-evaluate service priorities. Proactively align current and future County services and programs with established priorities that anticipate needs, enhance health and safety, protect the environment and offer cultural, recreational, and economic opportunities.
  1. Develop and implement a process which uses stakeholder focused criteria to identify the least effective (10% of) programs and services provided by the County, and propose approaches to improve and/or discontinue each.
  2. Increase organizational productivity (by 2%) based upon a predetermined criteria e.g., cost per unit of service, FTE. recidivism.
  3. Design and implement a public input system which increases community involvement in County Government.
  4. Conduct (a minimum of six annually) educational sessions for the Board to develop a better understanding of future challenges and effective governance.
  5. Complete a study to determine the most effective means of approaching future criminal justice issues.
  6. Conduct NCHCF study to determine the most viable options for the County to move forward with policy decisions related to elderly and individuals with disabilities.
     
Core Strategy #III. Through leadership, infrastructure and resources, aggressively develop economic opportunities which provide for a strong economic base, balanced with protection of the environment and quality of life issues.
  1. Through county board reorganization, structure a county board committee(s) with the responsibility for the development and leadership of the county’s economic development strategies
  2. Complete a futuristic infrastructure needs analysis for Marathon County and the region as a precursor to establishing future economic development initiatives by the County.
  3. Participate in and support the regional planning organization(s) implementation of the County’s strategic partnership initiatives.
  4. Building upon the counties historically strong agriculture economy, foster the development of agriculture initiatives e.g. the Dairyland State Academy and work in partnership with other community organizations to encourage agriculture development.
  5. Research and develop model ordinances and other tools to help communities be successful in implementing the land use element of their respective comprehensive plans.
  6. Continue to work with our municipalities to assist them in developing policies and practices that are consistent with and support respective visions of the future.
  7. Analyze implications, and initiate actions to retain the viability of the CentralWisconsinAirport.
  8. Develop a long term facilities’ plan for the UWMC.
Core Strategy #IV. Pursue local, regional, and state collaborative working relationships, public involvement and communication strategies which position Marathon County Government as a recognized leader in coordinating resources for the purpose of meeting community needs in Marathon County and the surrounding area.
  1. Complete the implementation of a regional ADRC.
  2. Propose a regional long term care CMO (Community Care of Central Wisconsin) initiative in cooperation with Portage and Wood Counties.
  3. Lead a regional information/ communications system development initiative e.g., emergency services.
  4. Partner with North Central Regional Planning to formulate proposals to regionalize appropriate initiatives.
  5. Develop a consumer (citizen) focused County website.
  6. Develop and implement an improved public information/ media relations program.
  7. Establish a series of public presentations to the community fostering communications about the County’s mission, vision, and accomplishment of the same, engaging the CountyBoard membership in these activities.
Core Strategy #V. Attract, develop and retain staff capable of the leadership and vision necessary to provide excellent services. Educate and encourage public involvement in County Government, while developing the governance skills of elected officials.
  1. Provide governance education sessions for the County Board.
  2. Craft and implement staff development policies and practices focused on the successful completion of the core strategies.
  3. Develop an improved Board and employee orientation process/ program.
  4. Implement an ongoing employee satisfaction survey process focused on engaging the employee as a means to make Marathon County a preferred employer.
  5. Develop a leadership succession plan for Administration.
  6. Conduct an organization-wide communications/in-service initiative to incorporate an understanding of the mission, vision and core strategies in the daily work of every employee.
  7. Study a compensation philosophy/plan which links compensation to employee performance.
  8. Design and promote leadership development opportunities for the board and administration.