Ashland is facing real financial challenges. Costs are rising, infrastructure needs are growing, and like cities across Oregon, we are operating with revenue systems that no longer match the demands of modern municipal services. Acknowledging that truth does not mean we are in decline. Instead, it means we are at an important moment where thoughtful planning can shape the next decade of Ashland’s future.
In the coming months, I intend to advance an idea called the Ashland 2030 Project, a long-range, community-driven effort to create a clear financial and economic roadmap for the next 10 years. The goal is simple. If we align our budgeting decisions with strategic investments in housing, infrastructure, public safety, economic diversification and climate resilience, we can move from short-term budgeting to long-term stability. Ashland 2030 will invite collaboration among the city, Southern Oregon University, local businesses, nonprofit partners, and residents who want to help build a sustainable path forward.
We already have tools that can help us close our budget gap. Updating franchise fees and paid parking can strengthen the general fund. A more strategic allocation of food and beverage revenue can support both Parks & Recreation operations and capital needs like the water treatment plant. Facility consolidation and administrative efficiencies can ensure taxpayer dollars go toward services, not overhead. Economic diversification, especially in outdoor recreation, light manufacturing and small-business development, can grow our tax base and keep young families here. Housing development brings new workers, new customers for local shops and future ratepayers who help stabilize utility and city revenues.
These steps are not about shrinking Ashland. They are about building a stronger one. Across this community, volunteers restore trails, firefighters train into the night, business owners open their doors early and close them late, and city staff keep essential services running. That is the heartbeat of Ashland. It deserves a government that is equally forward looking.
The work ahead will not be easy, yet I believe we can meet the challenge with optimism rather than fear. If we choose discipline, creativity and collaboration, we can look back on this moment as the one where Ashland decided to build toward a stable, vibrant future.
Ashland’s best days are still ahead. With a shared plan like Ashland 2030 to guide us, we have every reason to be hopeful.
Respectfully,
Dylan Bloom
Ashland
Dylan Bloom is a member of the Ashland City Council.
