Issues

City Hall, The Community Center, The TID… all of these things have something in common. The city has put a lot of time and energy trying to completely replace them while the community has continually said we’d rather just maintain them.  I believe that if we put more effort into repairing and maintaining all of the city’s buildings and open spaces rather than attempting to replace everything, we’d retain the Character of Ashland that we all know and love.

Retain and maintain, don’t remove and replace!

Of course we need more low cost housing so that more people who work in Ashland live in Ashland. People say “workforce housing” and that’s my interpretation of what that means – housing that is affordable for most workers in town. If you live in Ashland you can then spend more of your money in Ashland which then helps the businesses in Ashland. It’s a continually supporting circle. Economically that’s preferable than all of Ashland’s paychecks going home to Phoenix.

But it also effects livability. If the person working at some business in town at the end of the day, you run into them at the dog park. That begins to create that sense of community that we definitely lost during Covid but has slowly been eroding for some time now.

Housing is being built in Ashland as we speak.  But does it add to our Ashland Character or not?  I’m a believer that more workforce housing, townhouses, will balance out the demographics of town and improve our character.  We don’t need more $400k condos purchased as second homes or vacation property. They don’t contribute to Ashland’s character.

I’m also a reluctant fan of ARU’s Auxiliary Rental Units. Some homeowners need a little extra help monthly and fixing up a basement to rent out (full time, not as an Air B-n-B) is a win-win. While it doesn’t make sense for all lots, the city should try to make those things work as transparently as possible.

I believe that wisely expanding the Urban Growth Boundary is the most effective first step. See below.

For many years the prevailing city development edict has been infill.  Jam as large a number of small homes or condos onto every empty lot that you can.  This has created conflict that has negatively affected Ashland’s character.  Many times developers and the Planning Department and Planning Commission agree on projects, run them through the process, draw up designs, and then – try to pitch the idea to a neighborhood with a thinly veiled “we know better than you” attitude.

The result: devolvement happens and citizens don’t feel they have a voice.

The solution: look at growing into the aptly named Growth Boundary. The larger open areas at the edges of the city are a better location for more housing at a more reasonable cost.

After a decade of chaotic management the city finances came to a head in 2022 and a 3 day emergency meeting was required to make up a $3.5 Million deficit looming over next year’s budget. Sadly that wasn’t too much of a surprise as some local groups had been loudly warning of such a budget crisis.

Facing more cuts in the coming years we need to solve short term issues before we start mapping out the larger projects that city departments are always keen to line up. Living within our means isn’t just a catchphrase, it’s a state law.

I like the direction our new City Manager is looking. Starting with a 5%-10% cut to every department (without sacrificing public safety). There is more belt tightening we are all going to need to do in the short term, while we plan for prudent infrastructure improvements in the long term.

The Climate & Energy Action Plan adopted by Ashland in 2017 has many detailed strategies, priorities, and timelines for a wide variety of actions the city needs to consider. Climate change is complicated and it requires this level of attention to all aspects of city life. As it says in their report:

“The plan presents goals, targets, strategies, and potential actions for mitigating and adapting to climate change. It is organized into six focus areas: Buildings and Energy, Urban Form, Land Use and Transportation, Consumption and Material Management, Natural Systems, Public Health Safety and Well-being, & Cross-Cutting Strategies.”

I do believe that the best way to start looking at big issues like this is with a clearer, simplified version. I then find it easier to then look at the next level, and then the next. The city has implemented many of these actions unevenly over the years and for a daily city staff member or employee to integrate all of this information into their daily routine can be off-putting and easier to avoid.

Big ideas like this need continuing attention. I want to clarify all of CEAP’s goals to keep it from becoming a stumbling block, and instead, become the efficient, progressive, planning tool it was intended to be. I intend to work with the CEAP commission to create another, “cleaner” summary of all the climate goals I think we all agree are essential to Ashland and our planet.

We cannot continue to raise taxes and city fees as a solution to every hurdle that arises in the course of city business. While many residents have the resources to absorb increases, many do not. The entire community needs to consider the entire community. The citizens of Ashland have big hearts and sometimes we need to be reminded of the difficulties our neighbors face.

Market forces and inflation are realities the city needs to contend with. I just want to make sure we are willing to make the more time intensive choice of using our heads first, and our wallets last to solve these issues.

The Ashland Police Department continues to be in constant contact with our regular, as well as our transient, houseless population. On occasion they have to endure some pretty rude and aggressive behavior by people who have a bad history with the police or have decided to smear all cops as insensitive bullies. I believe that our Police Chief and officers are doing great work trying to balance patient, community policing with pro-active intervention of thievery, assaults, and drunken behavior.  It is a difficult, ongoing process but I am grateful for the measured effort they put into dealing with members of our community struggling with a variety of difficult personal situations.

However I also believe that officers need to maintain constant training and counselling to keep them from slipping into a “Them vs. Us” mindset. I would hope to find more options to relieve police of social work, substance abuse and mental health duties. I look forward to working with the Chief on keeping our police force progressive, tolerant, and effective. 

I am also open to the idea of combining Ashland’s resources with others in the region to create some cost saving and other mutually beneficial overlaps. Without sacrificing safety which is always paramount. I would insist that all aspects of any such deal would be clearly presented to citizens well before any decision is made on something like that.

What can you say about our first responders except, “Thank you.” Actually, you can also say, “Any ideas on making things more efficient?”  I believe that we should do both with the brave men and women of the Ashland Fire Department.

There have been discussions in the past about combining services with the nearby Jackson County District 5 fire department. They are right up the road from the golf course after all.  And there have been discussions about having the Mercy Flights ambulance service take over running our city ambulance.  I believe those are both ideas worth looking at more closely. 

As with decisions regarding policing, I would work to ensure that citizens and councilors receive a clearer presentation of pros vs. cons on these issues before decisions are made.

Speaking as a white male we need to listen to what black people tell us, listen to what indigenous people tell us,  listen to what people of color tell us, and we need to believe what they tell us. We are all more unintentionally racist than we’d like to think.

To address this problem the city council has to lead by taking the suggestions of the BIPOC community and integrating them loudly into city operations. By loudly, I mean that when regular city diversity training happens, we should let the community know. Nothing big just an item acknowledging, “Parks diversity training day – Tuesday the 13^th!” We should let our citizens know that we are working to do better. We need to highlight it, to normalize it.

The following excerpt from FireAdaptedAshland.org explains the overarching goal of watershed fuel reduction that AFR has not only achieved year after year, but have also secured grants and donations to fund for the most part. All Ashland residents do subsidize this to a degree with a fee on our water bills but the grant writing and fundraising by Ashland Fire and our many partners is what keeps this program not only technically effective, but cost effective as well.

“The Ashland Forest Resiliency Stewardship Project (AFR) is a collaborative forestry project designed to reduce the risk of severe wildfire in the City of Ashland’s watershed and adjacent lands with a strategy developed by the community and the Rogue River-Siskiyou National Forest. AFR engages the entire community in work that enhances and protects ecological values, reduces the risk of catastrophic fire and improves wildfire safety. We work to protect old trees, wildlife habitat, homes, trails and our drinking water source by thinning overcrowded forests and reintroducing the long-absent role of mild fire through controlled burns.

In 2010, the Rogue River-Siskiyou National Forest formalized a partnership under a 10-year stewardship agreement with the the City of Ashland, Lomakatsi Restoration Project, and The Nature Conservancy. Each partner contributed funding led by the Rogue River-Siskiyou National Forest drawing on several federal sources. The partnership has grown to include an all-lands strategy with additional funding partners Natural Resources Conservation Services (NRCS), Oregon Watershed Enhancement Board (OWEB), U.S. Fish and Wildlife Service, Oregon Department of Forestry (ODF), National Forest Foundation and Jackson Soil and Water Conservation District. “

Reducing every home’s wildfire risk is another element of creating a safer community here in Ashland. Building on the national “Firewise” program, Ashland Fire has created a number of different ways to inform all citizens in town about the many risks we can address and remove around our homes.

I can’t stress enough how great their website is www.FireAdaptedAshland.org. There you can find videos and printed information about “hardening” your home as well as an application for a free, in person, home assessment. There are also smoke, Nixle, and evacuation links and information.

Climate change is the greatest threat to our planet and our children and grandchildren. Ashland can do it’s part to protect our citizens and eliminate our contribution to climate change in three main ways.

1 – Water Security. With yearly drought conditions forecast for the foreseeable future, Ashland needs to continuously work on conservation and increased storage and supply. A plan to increase capacity at Reeder Reservoir is essential. See my discussion here. WATER SECURITY

2- Wildfire Risk Reduction. Yearly drought conditions also increase the risk of wildfire all around the globe and definitely within the heavily forested watershed we all live in and love. In 2010 Ashland entered into a groundbreaking collaboration with The Forest Service, Fish and Wildlife, Lomakatsi, Department of Forestry, Nature Conservancy, and others to thin and manage our watershed from Wagner Creek to Siskiyou Peak. The Ashland Forest Resiliency program was born (AFR). This program requires year round work and attention and the city should continue to actively support it. See my discussion here. WILDFIRE RISK REDUCTION

Closer to home, literally, the city has developed a fantastic program with many recommendations to reduce the wildfire risk to your home. From planting and landscape choices to fencing preparations to clutter and debris removal, Ashland Fire has a comprehensive guide for the many different things every homeowner can pay attention to and work to improve. Check out their excellent website here. FireAdaptedAshland.org

3 – Carbon Neutrality. Ashland needs to reduce it’s fossil fuel use, shift towards renewable energy, and promote greater efficiency in existing, and new building construction. In 2017 Ashland formally adopted CEAP, the Climate Energy Action Plan. This plan comprehensively covers transportation, public health, consumption, building, energy, education, conservation, and more. Implementing this plan in every element of city operations, and the community, is a challenge but something we all need to embrace and continue pushing forward with. See my discussion here. CEAP

The Ashland Public School system is one of the city’s greatest assets.  It is completely independent from any city government, raising it’s own money, managing it’s own budget, governing with it’s independent board and superintendent.  And while the city celebrates many of the schools’ achievements, the city doesn’t directly do anything for the schools.

However, indirectly? Ashland could support our schools by limiting fees it charges for use of city services.  Unfortunately, recently, this has not been the case. The city should be making a special effort where possible to smooth the process. We aren’t just partners, we are family.

This town’s life blood is tourism.  Income from visitors to the Shakespeare festival and Lithia Park support many of our shops and restaurants as we all noticed when wildfire smoke and Covid caused so many closures.  As Covid retreats, our previous tourism campaign will reach those same customers and that segment of our tourism economy will return. In recent years the Chamber of Commerce and Travel Ashland have been reaching out to the wine tourist and that also seems poised to return stronger than ever.

However, I believe that Ashland could use more tourist diversity. We need to start by focusing on our growing outdoor economy.  Being a member of the Chamber of Commerce shouldn’t be a requirement for any local business to be included in promotional material as a city asset.

Outdoor recreation doesn’t just increase tourism, it creates opportunities for small business. Mountain biking, road biking, fishing, rafting, running, hunting… they all happen here. We should promote and make it easy for small businesses that want to support those activities, and all associated retail businesses, to establish themselves in our community.

The Parks and Rec Department is responsible for the jewel of the city: Lithia Park.  Everyone is grateful for the hard work the Park employees and staff put into maintaining this unparalleled sanctuary.

In 1921 the Parks Department was separated from all other City functions and was given it’s own elected commissioners and administrators and budget control.  That seemed to work and more recently they’ve acquired the responsibility for running recreation programs and the Senior Center.

Unfortunately, the relationship between Parks and Rec and The City Council has become… “strained.”  This needs to change.  It is not a competition. We are all trying to create a safe, beautiful, and efficient place for all of Ashland and for our visitors. 

As a councilor I look forward to hearing more from City and Parks staff as well as from all citizens.  By working together we can maintain the charm of Lithia Park.  Character first, politics last.

The more people who weigh in on an issue, the better. Good news – Ashland has a long history of political activism and community involvement. Occasionally not so good news – that can lead to heated disagreements. The city should not dismiss or ignore contrary ideas. I believe that I can help find the sweet spot of an open mind and an ability to say, “This is why your idea is… well, it’s bad.” with a smile. Bad ideas can sometimes help us arrive at the best solutions.

We already have crucial tools that are being underutilized – The blue Information kiosk in the Plaza and the City website. The Chamber of Commerce runs that kiosk and I intend to work with them to embellish that spot. I would like that central community local to serve more than the few businesses that it does now.  Not only should the Plaza Information kiosk promote all of Ashland’s businesses, it should also have elements that share pertinent civic information, High School events, SOU programs, and Senior Center opportunities.

I believe that because information is hard to find on the city website and making a formal public comment is time consuming and often times unsatisfying, most people have an idea or see a problem and just plain don’t bother to bring it up. The City website needs a relatively simple, digital, facelift so that any casual citizen who clicks on it can easily find basic information. The public process needs to encourage more citizen engagement, good, bad, or ugly. 

There are different types of scenarios for the people living on our streets. Ashland presently supports help for all types of homeless people by giving grants to a variety of non-profit organizations. Where Ashland doesn’t have specific programs (like long term drug addiction medications) we have relationships with county groups that are equipped to handle such things.

Furthermore, not all houseless people are the same. I believe that our Ashland Police Department have been doing a good job separating the chronic drug and alcohol abusers from the economically challenged and mental health affected individuals. It’s a difficult distinction, but some people need more stick and some need more carrot.

I would like to maintain all of our present houseless commitments. I believe that clarifying and publicizing all of the non-profits doing all of this work will not only make them easier to find for people in need, but will help citizens see opportunities to volunteer or donate to help turn a worsening situation around.