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University of Wyoming Engagement Task Force March 2018

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University of Wyoming Engagement Task Force March 2018 University of Wyoming Engagement Task Force FOCUS GROUP REPORT March 2018 MICHAEL CHEEK ANNE EVEN Table of Contents Executive Summary Page 2 Purpose and Procedures Page 9 Appendix Page 11 ❏ Community Engagement Focus Group Questions Page 12 ❏ Site Summaries [Attendee List, Discussion Summary, Survey Summary] ❏ Fort Washakie (Eastern Shoshone Tribe) Page 14 ❏ Casper Page 19 ❏ Ethete (Northern Arapaho Tribe) Page 25 ❏ Powell Page 30 ❏ Rock Springs Page 35 ❏ Riverton Page 40 ❏ Afton Page 45 ❏ Sheridan Page 51 ❏ Gillette Page 56 ❏ Laramie Page 61 ❏ Cheyenne Page 67 ❏ Torrington Page 71 ❏ Facilitator Biographies Page 77 ❏ Site Transcripts ❏ Fort Washakie (Eastern Shoshone Tribe) Page 79 ❏ Casper Page 96 ❏ Ethete (Northern Arapaho Tribe) Page 115 ❏ Powell Page 128 ❏ Rock Springs Page 146 ❏ Riverton Page 172 ❏ Afton Page 192 ❏ Sheridan Page 214 ❏ Gillette Page 250 ❏ Cheyenne Page 273 ❏ Torrington Page 286 Executive Summary 1 Central Wyoming College The University of Wyoming (UW) has directly commissioned the gathering of information through focus groups that will help the UW Office of Engagement and Outreach meet the goals of the new UW Strategic Plan - Breaking Through 2017-2022. In particular, the task force is seeking to identify hallmarks and highlights of UW’s engagement and outreach in various communities throughout the state. The information gathered in this project will assist the task force in developing and implementing a plan for strengthening UW’s mission as a land grant university. It will also aid in the development of a plan to collaborate with all constituents and partners to enhance the wellbeing of the state’s communities through engagement and outreach programs. In order to gather ideas and input, UW has worked with Central Wyoming College, a neutral party, to facilitate focus groups around the state. The questions and discussion topics were developed by the UW Engagement Task Force. Focus groups, lasting 90 minutes, were held in Fort Washakie, Casper, Ethete, Powell, Rock Springs, Riverton, Afton, Sheridan, Gillette, Laramie, Cheyenne, and Torrington from mid- January to early-March. Individuals were invited to attend the focus groups. The UW Engagement Task Force had a target of 6-8 attendees per focus group. Although some groups were smaller than this target, it should be noted that all information gathered is of value, and when combined with all participants as a whole, themes do emerge. The following section indicates the major themes found in the 12 focus groups. It should be noted that qualitative research should not be projected to the population at large. Results should be used for insight and direction only. For specific comments, please refer to the site summaries and transcripts. Major Findings ❖ There is a strong affinity and affection for UW throughout the state that transcends generations and geography. In short, people love UW and are extremely proud of the only university in the state. They want their children to attend UW and are saddened when those children choose to attend other institutions. ❖ Wyoming residents are extremely proud of, and fiercely loyal to their communities. Without hesitation, they will recite a list of reasons why anyone would want to live, raise a family, retire or start a business in their community. ❖ Many UW programs and partnerships are recognized and acknowledged to have significant and positive impacts on communities including TRIO, Gear Up, Saturday University, WWAMI, and the INBRE research grants. 2 Central Wyoming College ❖ There is a wide spectrum of awareness regarding the presence of UW professionals in the communities surveyed, as well as the awareness of their roles or various affiliations with UW. This was certainly related to the makeup of each focus group but in some cases it was stated that UW professionals did not necessarily identify themselves as employees of the university. ❖ When a UW employee serves in the same position for many years (Amy McClure, Bill Gern for example), that person becomes the face of UW and their successor is not always recognized or acknowledged as the local UW professional without additional outreach. ❖ The extent to which UW is perceived to be present and listening in a community is directly related to the distance of their community from Laramie. ❖ The extent to which UW is perceived to be engaged and in partnership with these communities, including Laramie, has waxed and waned over the years depending on UW leadership. ❖ Recent outreach efforts from UW and President Nichols have not gone unnoticed by these communities and is greatly appreciated. ❖ UW is clearly engaged on some level with all of these communities, but there is a wide spectrum of awareness regarding the level of presence or engagement. Although UW definitely has a presence in several of these communities, many or most residents are simply not aware of that presence. ❖ Distance education is not a viable alternative for many prospective students in the communities represented in this report. Many of these individuals are non-traditional students who struggle with technology. In addition, there is intense competition in the realm of distance education and UW is not perceived as a strong competitor. ❖ There is a strong desire for the physical presence of UW in communities that are distant from Laramie. ❖ The more distant communities are closer to universities in surrounding states that are aggressively recruiting the local students. Black Hills State University, Chadron State, Montana State, BYU Idaho and Utah State are more actively and effectively recruiting Wyoming students than UW. Even with the incentives provided by the Hathaway Scholarship, students are choosing neighboring universities over UW. ❖ Economic diversity and economic sustainability is seen as both the greatest opportunity and the greatest challenge for every community represented in this report. In addition to building on and modernizing existing industries, many communities identified one form or another of the following grand opportunities: ➢ Information technology is either a grand opportunity or a significant challenge for every community represented in this report. While some communities are challenged with 3 Central Wyoming College broadband connectivity, others have the infrastructure and preparedness to develop data centers or other technology related businesses. ➢ Travel and tourism is an opportunity for every community represented in this report. The communities outside of northwest Wyoming have unique landscapes and the potential for unique tourism and ecotourism opportunities. ➢ Agriculture in the form of more specialized and local food production is an opportunity for many Wyoming communities. ❖ Transportation is a challenge throughout the state. Reliable air service is not consistently available and there are few viable public transportation systems. Long distances and challenging driving conditions sometimes require seven to eight hours of travel time to reach Laramie. ❖ Retention of youth is a significant challenge for every community represented in this report. When youth leave these communities to go out of state they often do not return, and if they do want to return there is a lack of employment opportunities and affordable housing. ❖ A lack of resources for emerging entrepreneurs, the inability to connect the available resources with entrepreneurs, l, and lack of succession from existing businesses to potential successors are barriers to economic diversity and sustainability. ❖ There is a lack of opportunity to earn a UW degree or advanced degree for students who are site bound. This is especially true for students wanting to earn teaching degrees, or degrees in social services (counseling). ❖ Every community represented in this report faces significant challenges that UW may or may not have a role in addressing including transportation, underemployment, gender wage gaps, poverty, homelessness, lack of affordable housing, food insecurity, access to mental healthcare, substance abuse, addiction, and high rates of suicide. These are the most significant barriers to growth and development in many of these communities. ❖ The Wind River Indian Reservation communities have fundamentally different needs than all other Wyoming communities and perhaps the greatest potential for UW to make an immediate impact. Some of these needs offer significant potential for the economic development that could improve the quality of live in these communities. For specific challenges and opportunities, please refer to Fort Washakie and Ethete site summaries. ❖ Continue statewide outreach and dialogue, especially in communities that are more distant and perceived as isolated from UW. ❖ Maintain and expand existing partnership programs that match UW students with internship/research and service opportunities. 4 Central Wyoming College ❖ Develop strategies, provide resources, and market these services to help communities attract businesses/entrepreneurs. ❖ Communities want UW students to do student teaching and medical rotations in their community. The feeling is that if they can get these students to their community, they can show them it is a great place to call home. ❖ Develop research partnerships with communities in need of research to help them address their challenges and opportunities. They are either reaching out to institutions other than UW or simply do not have the resources to conduct this research. ❖ Ensure better alignment between the needs of industry/workforce and UW programs/degrees/certificates.
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