HomeMy WebLinkAboutR-2553 - Adopting the City of Marysville 2024-2026 Strategic Plan (4)City of Marysville 2024 - 2026 Strategic Plan
City of Marysville
2024 - 2026 Strategic Plan
City Slogan
Live, Work, Play
Mission
A welcoming and engaging community, the City of Marysville
provides opportunity and an enhanced quality of
life for those we serve.
Vision
Pursuing excellence through innovation and collaboration.
Values
We:
Provide excellence in service.
Work with integrity recognizing the impact of our actions.
Practice responsible stewardship of all City resources.
Encourage innovation to meet our community’s needs.
Embrace inclusion, recognizing that diversity enhances ideas
and outcomes.
Organizational Mission & Values
Organizational Mission & Values
City of Marysville 2024 - 2026 Strategic Plan
Pillars
Quality of Life
Create a welcoming and safe community for our citizens,
businesses, and visitors.
Economic Opportunity
Provide an environment that attracts and retains business, where
the city is an engaged advocate in creating a thriving business
climate.
Building Community
Build partnerships to improve service delivery throughout the
community and to build understanding of current and future needs.
Organizational Excellence
Develop a skilled and capable workforce committed to delivering
excellent value and service to our community.
The following section outlines the core Strengths and Weaknesses
(internal conditions within the City’s control), as well as Opportunities
and Threats (external conditions outside the City's control) as
assessed by leadership, management, and supervisors during a
strategic planning retreat on September 7, 2023.
Key
The numbers in parentheses represent the number of votes each
condition received. They are listed in priority order.
Situational Analysis
City of Marysville 2024 - 2026 Strategic Plan
Strengths
Our employees (19)1.
Mission-driven leadership (10)2.
Full-service city (4)3.
Innovative and forward-thinking (4)4.
Strategic about growth (3)5.
Diversity of knowledge (1)6.
New facilities and infrastructure (1)7.
Geographic location (0)8.
Community connection and partnerships (0)9.
Responsible fiscal management (0)10.
Weaknesses
Lack of SOP’s and documentation (17)1.
Too many competing priorities (10)2.
Lack of succession planning (7)3.
Aging infrastructure (3)4.
Serving marginalized communities (3)5.
Image, aesthetics and identity of city (2)6.
Managing technology stack (1)7.
Size and location of public works facility8.
Lack of civic engagement9.
Geographic distribution of resources10.
Opportunities
Regional growth and economic development (19)1.
Emerging technologies (11)2.
Community and business migration (5)3.
Regional collaboration opportunities (4)4.
Public/private investments (1)5.
State and federal grants (1)6.
Changing community demographics (1)7.
Workforce mobility (1)8.
Proximity to higher education (1)9.
Multi-model commercial logistics10.
Situational AnalysisSituational Analysis
Public perception of city and community (22)1.
State legislation (5)2.
Misinformation (5)3.
Natural and human-made hazards (3)4.
Supply chain (2)5.
Uncontrollable bureaucracy (1)6.
BNSF railroad (1)7.
Uncertain economy (1)8.
Lack of skilled tech workforce (1)9.
Advancements in technology (1)10.
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1 Foster an engaged and high performing
workforce - Organizational Excellence
Annual assessment
Dec. 2024
Mayor,
CAO
Retention
rates;
customer
service
rating
HR
1.2
Promote efficiencies and establish a
framework for sound financial
management - Organizational
Excellence
Dec. 2025 Mayor,
CAO
Budget &
compliance
Finance
Dir.
1.3
Assess baseline policies and
procedures throughout the city
- Organizational Excellence
Jun. 2025 Mayor,
CAO
Baseline for
workplan
1.4
Provide varied opportunities for
community stakeholders and
employees - Building Community
Dec. 2026 Comms.
Manager
# of people
reached
1.5
Continue to improve community identity
through economic development
- Economic Opportunity
Dec. 2026 Mayor,
CAO
# of new
businesses PW & CD
Threats
Situational Analysis
The following section outlines priority action items by department,
along with due dates, leads, metrics and supporting departments.
Executive Office
ID Action Items Due Date Lead Metric Support
1.1 Attorney staffing approximately the
same as average of Washington cities Jun. 2024 City
Attorney
1.2 Legal Operations team onboard all
departments in Laserfiche Dec. 2026 Legal Srv.
Mgr.
1.3
Evaluate legal assistant workload after
PIK implementation and re-allocation to
overall department
Jun. 2024 City
Attorney
Legal Srv
Mgr.
1.4
Legal Operations to identify and
implement technological solutions to
drive work processes - Organizational
Excellence
Dec. 2023 Legal Srv
Mgr.
1.5 Develop a plan to implement AI and
delivery of legal services Dec. 2025 City
Attorney
Legal Srv
Mgr.
Legal
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1
Develop comprehensive employee
development and training program
– Organizational Excellence
Dec. 2026 HR Dir.Engagement
survey
1.2
Develop and implement formal stay-at-
work program to reduce L&I experience
rating – Organizational Excellence
Dec. 2026 HR Dir.
Experience
rating; time
loss;
reportable
injuries
Safety
Officer
1.3 Reduce aggregate time to fill for all city
vacancies – Organizational Excellence Dec. 2026 HR Dir.
Vacancies;
time to fill;
time to hire
1.4
Review, refine and develop 1 HR safety
SOP per quarter with corresponding
leadership tool guidance –
Organizational Excellence
Dec. 2026 HR Dir.SOP dates
1.5
Establish and implement a formal
employee recognition program
- Organizational Excellence
Dec. 2026 HR Dir.Engagement
survey
Human Resources
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1
Develop technology portfolio including
all city applications data and
infrastructure - Organizational
Excellence
Mar. 2024 IS Staff ITSM
deliverables
Department-
specific
SMEs
1.2
Schedule regular needs assessments
by departments and divisions; review
existing solutions and explore
opportunities - Organizational
Excellence
Dec. 2024 IS Dir.
Established
schedules &
form
completions
All city
departments
&
subdivisions
1.3
Define and align on IS team roles and
internal SOP's, including support,
projects, security, and compliance
- Organizational Excellence
Jan. 2024 IS Dir.
Creation of
roles matrix
and SOP
template
IS Team &
Department
SMEs
1.4
Develop standardized training program
for both IS and city staff
- Organizational Excellence
May 2024 IS Dir.
Training
SOP for IS &
City Staff
IS, HR &
CAO
1.5
Attend, as a group or individuals, an
average of one technology conference
or training per quarter - Organizational
Excellence
Apr. 2024 IS Dir.Completion
& feedback
Primary
Department
Information Systems
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1
Perform month-end close by the 10th
of the following month - Organizational
Excellence
Ongoing Finance
Dir.Completion Finance
Managers
1.2 Develop a budget process manual
- Organizational Excellence May 2024 Finance
Dir.Completed Finance
Dir.
1.3 Increase Customer Satisfaction Rating
to 90% - Organizational Excellence Jun. 2024 Finance
Dir.% of errors Finance
Dir.
1.4
Develop comprehensive financial
policies and SOP manual
- Organizational Excellence
Dec. 2024 Finance
Dir.Completed Finance
Dir.
1.5
Utility billing/customer service:
increase percentage of customers
enrolled and auto pay options
- Organizational Excellence
Dec. 2026 Finance
Dir.
% of
enrollment
Finance
Dir.
Finance
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1
Implement permit system/process
changes to reduce processing time by
20% - Economic Opportunity
Dec. 2025 CD Dir.%CD
1.2
Maintain or increase customer service
levels. Achieve 90% positive feedback
on CD customer service survey
- Organizational Excellence; Building
Community
Dec. 2024 CD Dir.%CD
1.3
Cross-train all CD staff for similar tasks
and job duties. Finalize and maintain
Standard Operating Procedures for CD
processes - Organizational Excellence
Dec. 2025;
Quarterly thereafter CD Dir.% of staff
trained CD
1.4 Improve public perception of growth
- Quality of Life; Building Community Dec. 2026 CD Dir.
% of survey
results and
# of CD
outreach
activities/yr
CD
1.5
Increase developments by 10% in the
DMP area (compared to the prior ten
years) over the next 5 years
- Quality of Life; Economic Opportunity
Dec. 2026 CD Dir.%CD
Community Development
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1
Obtain WASPC state accreditation.
- Quality of Life; Organizational
Excellence
Nov. 2024 Accreditation
Manager
% of
accreditation
self-
assessment
complete
Command
Staff
support;
reports to
Public
Safety
Committee,
CAO
1.2
Fully reconstitute specialty units
within the department - Quality of
Life
Jun. 2025 Police Chief &
Asst. Chief
Specialty Units
fully
reconstituted:
1 Sgt. and 4
Officers on
each Traffic &
Pro-Act
Selected
officers
and/or
supervisors
to specialty
units upon
FTO
completion
1.3
Prepare to accredit jail/policy
revision - Organizational Excellence;
Quality of Life
Jun. 2027
Custody
Command,
Custody Sgt.
% of policy
complete prior
to accreditation
tracking and
compliance
Policy work
continues
followed by
self-
assessment
1.4
Expand embedded social worker,
cadet, and volunteer program period
- Building Community/Quality of Life
Jan. 2025 Asst. Chief, PS
Command
Hire Social
Worker, 10%
increase in
Cadet and
Volunteer
Program
Cadet and
Volunteer
Program
recruiting
materials;
host
Citizen’s
Academy in
2024
1.5
Establish technology advancements
to provide effective and efficient
public service - Organizational
Excellence
Dec. 2026 Chief, IS Dir.
% of selected
technology
advancements
implemented;
FirstNET
Deployment,
MDC Project
City support
to fund,
staff &
implement
identified
technology
Police
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1 Implement new case management
system - Organizational Excellence Dec. 2026 Court
Admin.Completion AOC
1.2 Increase community engagement
activities - Building Community Dec. 2025 Court
Admin.
# of people
reached
1.3 Increase public access to court services
– Quality of Life Sept. 2024 Court
Admin.
# of people
reached
1.4 Enhance Probation Services - Quality of
Life Dec. 2024 Court
Admin.Completed Judges
1.5 Cross-train all court staff
- Organizational Excellence Dec. 2024
Asst.
Court
Admin.
Completion Court
Admin.
Municipal Court
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1 Increase volunteer engagement
- Building Community Dec. 2026 Parks Dir.
# of
volunteer
hours
1.2
Increase participation in recreational
programming and park usage
- Quality of Life; Building Community
Dec. 2026 Parks Dir.
# of people
registered;
# of visitors
1.3
Enhanced community networks by
uniting service/enrichment
organizations - Building Community
Dec. 2026 Parks Dir.
1.4 Create standard operating procedures
- Organizational Excellence Dec. 2026 Parks Dir.%
completion
Parks, Culture and Recreation
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items
ID Action Items Due Date Lead Metric Support
1.1
Establish path towards APWA
accreditation - Organizational
Excellence
Dec. 2026 PW Admin.% complete PW Dept.
1.2 Complete the Capital Improvement
Plan - Quality of Life Jun. 2026 City Engineer % complete PW
Management
1.3
Establish financial accountability and
transparency (complete rate study) -
Economic Opportunity
Jun. 2026 PW
Management % complete Finance
1.4
Develop workforce plan to focus on
training, recruitment, and retention
- Organizational Excellence
Jun. 2025 PW Admin.% complete HR
1.5
Identify and resolve five gaps in
customer experience - Building
Community
Dec. 2026 PW
Management
5 gaps, 1
gap /
6 months
Executive
Public Works
City of Marysville 2024 - 2026 Strategic Plan
Department Action Items