City Strategic Goals


With the combined efforts of City Council members and City Department Heads, a draft Strategic Plan was developed during the July 2015 Council Retreat. A Strategic Plan Committee was then formed to revise, review and prepare the Strategic Plan for presentation to Council for adoption. The Strategic Plan was adopted by the City Council on September 29, 2015. The development of strategies to assist in attaining the goals of the plan continues and will be revised as goals are met.

Downtown Ashland

City of Ashland Strategic Priorities 2016 through 2020

  • Goal 1: Facility Improvements to City Hall, Police, and Vaughn Public Library
  • Goal 2: Housing Infrastructure Improvements
  • Goal 3: Development of a Sustainable Infrastructure Improvement Plan
  • Goal 4: Economic Development and Marketing Strategic Plan Development and Implementation

Several strategies have been put in place to ensure that the City is allocating scare resources to address priorities established by the City Council. Some of the strategies that have been put in place include the following:

  • Updates and implementation of the City’s Comprehensive Plan, Ore Dock Revitalization Projects, and NSP Superfund Site Conceptual Plan, Strategic Plan, and Other Strategies / Plans of the City
  • Complete clean-up of the Roofer’s site in 2016 and begin marketing the site for redevelopment
  • Implementation of a rental registration program and development of a plan for staffing and implementation of a rental inspection program
  • Market City-owned properties for redevelopment purposes and continue efforts to sell City properties including the Timeless Timber Site, Junction Road Site, Fire Stations, and other properties of the City
  • Offer and recommend changes to the City’s UDO to encourage equitable, innovative, business friendly practices
  • Development of a 5-year Capital Improvement Plan (CIP) for public works related infrastructure projects and water and wastewater utility infrastructure
  • Exploration of and development of alternative methods to maintain City infrastructure
  • Exploration of new alternatives for snow plowing and sidewalk snow removal and review sidewalk snow removal procedure and offer recommendations for changes that fit the current staffing levels of the public works department
  • Develop a listing of grant opportunities that assist in funding the five-year capital improvement plan
  • Organize schedule and determine methods to prioritize work and delegate appropriately
  • Create clear expectations for staff through updates to job descriptions and employee manuals (start with Administrator expectations document)
  • Resource dedication towards economic development and housing improvements that have already shown to be beneficial (Kwik Trip property purchases and proposed development, proposed housing developments, L&M property purchase, other housing improvement projects such as Housing Investment Project [HIP])