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Consultant urges Marquette County to adopt strategic plan, tighten budget process and set implementation timeline
Summary
A consultant presented a near-final strategic plan and urged Marquette County supervisors to adopt it by resolution in 2026, recommend a formal budget guidance letter, earlier board engagement, annual administrator evaluations and centralized procurement to save costs. Board members were asked to submit edits by Jan. 9.
A consultant presenting the county's strategic plan recommended the Marquette County Board adopt the final document by resolution in 2026 and tighten the county's budget process to improve predictability and collaboration.
Allison, the consultant who led the plan rewrite, said the draft is "about 90% or greater" complete and asked supervisors to submit final edits by Jan. 9 so she can deliver a final version for adoption next year. "I would then hope that you would adopt by resolution in 2026," she said (SEG 512).
Why it matters: Allison told the board that a clearer process and earlier engagement would reduce the mixed messaging that has complicated recent budget deliberations. Her plan recommends that the board and administration engage in budget-setting in the summer rather than the fall, and that the board adopt a formal budget guidance letter similar to a model used by Oconto County to set levy expectations and priorities early in the process.
Key recommendations in the presentation included establishing benchmark data and annual surveys to measure progress; instituting a formal performance review process for the county administrator; exploring centralized procurement or contract piggybacking with neighboring counties; and assigning priority rankings (urgent, high, medium, low) with target completion years from 2026 through 2030.
Allison said the plan now includes shorter mission and vision statements. The proposed mission reads, in part, as protecting people and places through responsible spending and essential services. The plan also contains an appendix with starter survey questions and a strategic framework that ties objectives to measurable data.
On budget governance, Allison argued that department heads should hand off ownership of the budget earlier so the county administrator can "own the budget" and present a more unified proposal to committees and the full board. She cited the Oconto County model as an example, where an adopted guidance letter gives administrators and department heads clearer boundaries for preparing the budget.
Board response and follow-up: Supervisors asked about training for performance evaluations and whether Allison would provide follow-up support. Allison said her contract includes written support at months six, 12 and 24, and she offered to meet with new department heads or the administrator at no extra charge. She also recommended the Wisconsin Counties Association as a resource for evaluation training (SEG 1216).
Next steps: Allison requested final edits by Jan. 9 and said she will issue a final version for the board to consider for adoption in 2026. No formal adoption vote occurred at the meeting.
