Ashland NH Democrats

Ashland NH Democrats This page provides information about issues that affect the people of Ashland, New Hampshire.

03/19/2026

As Ashland looks to update its Capital Improvement Plan, it is helpful to understand how modern capital planning works.

A traditional Capital Improvement Plan focuses on listing equipment and estimating when it will need to be replaced. That was an important first step, and it helped the town begin planning ahead.

Today, many communities take a more comprehensive approach by combining three key elements: asset management, maintenance planning, and capital planning.

Asset management begins with identifying what the town owns — roads, buildings, equipment, utilities, and facilities — and understanding their condition and expected lifespan.

Maintenance planning focuses on keeping those assets in good working order through regular upkeep and repair. This helps extend their useful life and avoid costly failures.

Capital planning then builds on that information to determine when assets will need to be replaced or upgraded and how those costs should be managed over time.

The Water and Sewer Department has already demonstrated how this approach can work. By combining a computerized maintenance system, an asset management plan, and a Capital Improvement Plan, the department has been able to operate efficiently and generate revenue.

Expanding this approach across the town — including public works, public safety, electric infrastructure, buildings, and recreation facilities — would allow Ashland to manage its assets more effectively and plan for the future with greater confidence.

A modern Capital Improvement Plan is not just a budget tool. It is a management system that helps a town take care of what it owns and make informed decisions about future investments.

03/17/2026

In my last post, I described what a Capital Improvement Plan (CIP) is. This post explains how Ashland’s first plan actually worked. Future posts will address updating and refining that plan.

The process was straightforward and practical.

Each department — Public Works, Fire, and Police — began by identifying the equipment, vehicles, and other assets they rely on to do their jobs. They provided the cost of each item and then estimated when those items would likely need to be repaired or replaced based on age and use.

From there, the CIP Committee took that information and projected future costs. We used the original purchase price, adjusted for inflation, to estimate what replacement would cost in the future.

These items were then organized into a 10-year schedule, showing when each expense was likely to occur. By laying everything out over time, the town could see both yearly costs and the total long-term investment needed.

We also explored different ways to pay for these expenses. Lower-cost items could be funded through capital reserves. Larger purchases, such as vehicles, could use lease-purchase agreements. For major long-term needs like fire engines and ambulances, we recommended building reserves over time.

This approach allowed the town to plan ahead instead of reacting to emergencies. Over the first few years, it helped stabilize taxes and reduce unexpected spending.

A Capital Improvement Plan is not complicated. It is simply a way of organizing what the town already knows it will need — and planning for it responsibly.

03/16/2026

One of the most important tools a town can use to manage its finances responsibly is a Capital Improvement Plan, often called a CIP. Along with the Master Plan, it is a key part of the planning process.

A Capital Improvement Plan helps a town plan ahead for the replacement and maintenance of major equipment, vehicles, infrastructure, and facilities. Instead of reacting when something breaks or wears out, the town identifies these needs in advance and plans for them over a number of years.

About ten years ago, Ashland created a Capital Improvement Plan that focused primarily on equipment and vehicles used by town departments such as Public Works, Fire, and Police. Department heads identified their needs and estimated when equipment would likely need replacement. The committee then projected future costs and created a schedule showing when these expenses would occur over a ten-year period.

By planning ahead, the town can spread costs over time, explore financing options such as capital reserves or lease-purchase agreements, and reduce the risk of sudden tax increases caused by unexpected expenses.

In the coming weeks I will share more about how a Capital Improvement Plan works and why updating and expanding it could help Ashland manage its assets more effectively in the future.

03/13/2026

Now that the election is over, the focus should turn from discussion to action.

Ashland already has many efforts underway that support economic development — from infrastructure improvements to community amenities and planning initiatives. What has often been missing is coordination and long-term planning that connects these efforts into a clear strategy.

The next step is to build on what has already been started. That begins with identifying current projects, coordinating the work of town boards and committees, updating the Master Plan, and strengthening the Capital Improvement Program.

Economic development rarely happens through a single project. More often it grows step by step as communities manage their assets carefully, improve infrastructure, strengthen downtown, and prepare sites such as the mill area for new investment.

Ashland has already begun many of these steps. With coordination and thoughtful planning, those efforts can become the foundation for long-term economic growth.

03/12/2026

Congratulations to Steve Felton, Steve Heath, and Ann Barney who were elected to the Ashland Select Board. Thanks to all those who voted and those who manned the polls.

02/27/2026

Ashland’s future economic strength depends in part on revitalizing the mill area.

For more than 160 years, the L.W. Packard Company helped sustain the town and provided local jobs. Since the mill closed in 2002, some buildings have fallen into disrepair. While businesses still operate there, the area remains underutilized and holds significant potential.

Redeveloping the mill district to attract light manufacturing and other businesses will not be simple or inexpensive. It will require careful planning, coordination, and outside expertise.

Issues such as building conditions, multiple ownership, infrastructure needs, and environmental concerns mean that any solution must be comprehensive and well coordinated.

With a clear plan and community commitment, the mill area can once again become a place of jobs, investment, and opportunity for Ashland.

02/26/2026

Economic development in Ashland depends in large part on the work of the Planning Board.

Under New Hampshire law, the Planning Board is responsible for reviewing subdivisions, site plans, and land use proposals to ensure they meet local regulations and protect the interests of the community. This role is essential for maintaining the character, safety, and long-term health of the town.

At the same time, the way the Planning Board carries out its work can make a real difference in whether business projects succeed or stall. When applications are reviewed clearly, consistently, and within reasonable timelines, Ashland becomes a place where investment feels possible and fair.

Encouraging economic development doesn’t mean lowering standards. It means applying our regulations transparently, communicating expectations early, and working with applicants so projects can move forward responsibly.

In this election season, it’s worth asking how we can support a Planning Board that protects Ashland’s values while also helping the town grow.

02/23/2026

Economic development in Ashland doesn’t start with grants or big projects — it starts with how our town boards work together.

When the Select Board, Planning Board, and Zoning Board communicate clearly and coordinate their efforts, businesses see a town that is organized, predictable, and ready to grow.

That helps us in two important ways. It makes it easier for new businesses to consider Ashland, and it helps the businesses we already have succeed and expand.

Good economic development isn’t about special favors or giveaways. It’s about clear rules, consistent decisions, and a shared commitment to moving the town forward.

In this year’s election, it’s worth asking: how well are our town boards working together to support Ashland’s future, and which candidates are committed to coordinating our economic development effort.

02/22/2026

Economic development in Ashland works best when we partner with organizations that are ready to help our town move forward.

The State’s Division of Economic Development offers a wide range of services and grants that can support local projects and attract new opportunities.

The Department of Environmental Services can help us address the White Building — now owned by the town — which currently represents both a liability and a major obstacle to redeveloping the mill area.

The Lakes Region Planning Commission can also assist with studies, planning, and grant funding to support cleanup and redevelopment.

By working with these partners, Ashland can turn long-standing challenges into opportunities for growth, jobs, and community investment.

02/21/2026

Creating a community that attracts sustainable businesses is essential. Businesses look at financial and tax factors, talent availability, infrastructure and logistics, operational requirements, and quality of life and culture. We need to objectively assess what we can provide to businesses now, and what we need to provide in the future.

02/20/2026

Economic Development is a key issue facing our town. We need both business and housing development to increase our tax base. Both must be accomplished in thoughtful and sustainable ways, not simply to reduce taxes. We need to build community in order to attract new business and new residents. We will discuss some of the aspects of economic development in upcoming posts leasing up to the election on March 10.

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