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Thermopolis Rural Resource Team Assessment Report

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Thermopolis Rural Resource Team Assessment Report TABLE OF CONTENTS Thermopolis Resource Report September 16-18, 2003 1. Process for the Development of This Report…………………………..pg. 3 2. Executive Summary…………………………………………………… pg. 4 3. Profiles of Thermopolis………………………………………………..pg. 5 4. Resource Team Member………………………………………………..pg. 18 5. Local Coordination………..……………………………………………pg. 19 6. Interview Agenda/Tour…………………………………………………pg. 20 7. Major Themes and Sub themes…………………………………………pg. 25 8. Team Members Recommendations……………………………………..pg. 28 9. Team Member Recommendations in Matrix Form…………………..…pg. 63 10. What Was Said………………………..………………………………..pg. 97 11. Appendix….……………………………………………………………pg. 169 20 Clues to Rural Community Survival Population and Aging Charts Any recommendations contained herein are not mandatory. The Wyoming Rural Development Council has not endorsed any recommendations and opinions contained herein. Neither the WRDC, nor any of its employees, contract labor, committee chairs, and/or members makes any warranty, express or implied, including warranties of merchantability and fitness for a particular purpose, or assumes any legal liability for the accuracy, completeness, or usefulness of this report or any information, recommendations, or opinions contained herein. 1 THE WYOMING RURAL DEVELOPMENT COUNCIL The Wyoming Rural Development Council is a collaborative public/private partnership that brings together six partner groups: local/regional government, state government, federal government, tribal government, non-profit organizations and private sector individuals and organizations. WRDC is governed by a Steering Committee representing the six partner groups. The Steering Committee as well as the Council membership has established the following goals for the WRDC: Assist rural communities in visioning and strategic planning Serve as a resource for assisting communities in finding and obtaining grants for rural projects Serve and be recognized as a neutral forum for identification and resolution of multi-jurisdictional issues Promote, through education, the understanding of the needs, values, and contributions of rural communities. The Council seeks to assist rural Wyoming communities with their needs and development efforts by matching the technical and financial resources of federal, state, and local governments and the private sector with local development efforts. If you would like more information about the Wyoming Rural Development Council and how you may benefit as a member, contact: Mary Randolph, Executive Director Wyoming Rural Development Council 2219 Carey Ave. Cheyenne, WY 82002 307-777-6430 307-777-6593 (fax) [email protected] www.wyomingrural.org 2 PROCESS FOR THE DEVELOPMENT OF THIS REPORT The Wyoming Rural Development Council (WRDC) has provided a Resource Team to assist the town of Thermopolis, Wyoming in evaluating the community’s assets and liabilities and in developing suggestions for improving the environment, social and economic future of Thermopolis and Hot Springs County. The town of Thermopolis requested a community assessment from the Wyoming Rural Development Council. Lorraine Quarberg served as the community contact and took the lead in agenda development, logistics and publicity in town for the assessment. Resource team members were selected to visit, interview citizens, business and community leaders; and develop a plan of recommended action for the town. The team members were carefully selected based on their fields of expertise that Thermopolis officials indicated would be needed to respond to the problem areas identified. The Resource Team toured the town and interviewed approximately 320 people over a three-day period from September 16-18, 2003. In addition over several hundred written comments were received. The team interviewed representatives from the following segments of Thermopolis and surrounding community: high and middle school students, churches, public works, elected officials, water users, tourism, recreation, agriculture, senior citizens, education, civic groups, business/industry, utilities, emergency services, law enforcement, financial, healthcare, retail, and the general public. Each participant was asked to respond to three questions designed to begin communication and discussion and to serve as a basis for developing the action plan. The three questions were: What do you think are the major problems and challenges in Thermopolis? What do you think are the major strengths and assets in Thermopolis? What projects would you like to see completed in two, five ten and twenty years in Thermopolis? Upon completion of the interviews, the team met to compare notes and share comments following the three days of intense study. The team then agreed that each team member would carefully analyze what was said, synthesize what they heard with their knowledge of programs and resources, prepare their notes and suggestions, and forward these items to be combined into WRDC’s final report to Thermopolis. An oral report was presented to the people of Thermopolis on September 18 and many of the citizens of Thermopolis who participated in the interviews were in attendance. Following the oral report, a formal written report is prepared and presented to the town of Thermopolis. 3 THERMOPOLIS RURAL RESOURCE TEAM ASSESSMENT REPORT EXECUTIVE SUMMARY The opportunity to participate in the Thermopolis Community/Hot Springs County Assessment during the week of September 15, 2003, gave our team a chance to see the past, present, and future of this vibrant Wyoming community. The thoroughness of planning and organization by Lorraine Quarberg, Executive Director of the Thermopolis Economic Development Company and her Community Assessment Committees gave our team a solid background for conducting the Assessment. Some of the highlights that added to our knowledge of the community and county were the tour and the wonderful historical overview provided on that tour. A variety of eating places in Thermopolis were made available to the team, as were many shopping opportunities and chances to visit with retailers and community members on a one-to-one basis. A big thank you goes out to all who helped with this project. The cooperation of community leaders to make this Assessment successful was readily apparent by the numbers attending all the listening sessions. Over 320 people from 13 populations participated in 11 listening sessions. We heard and recorded problems & challenges, strengths & assets, and projects & issues. Our team then met and spelled out the Major Themes and Sub- themes that we heard throughout the week. This report will pull together that information along with viable resource contacts. Many issues (large and small) came out in the listening sessions. Each community member is responsible for starting the trends to bring Thermopolis to the heights and visions that were expressed. On just one theme you identified, Tucker Fagan, CEO of the Wyoming Business Council, says: “Economic Development starts on Main Street!” And from others’ experiences, we know that excellence can only be developed one step at a time. We, as a team, challenge each and every one of you to read this report, single out the one area where you can make a difference, rely on the resource information, and take action. On behalf of the Thermopolis Rural Resource Assessment Team, let me express our gratitude for the hospitality shown us during our time in your community. Good luck on your challenges and visions. Jo Ferguson, Team Leader Wyoming Business Council 214 W. 15th Street Cheyenne, WY 82002 307-777-2802 [email protected] 4 Thermopolis Regional Profile: Thermopolis (population 3,321) is County Seat of Hot Springs County, Wyoming. The town is situated at the confluence of two large river basins -- the Big Horn to the North and the Wind River to the South. Hot Springs County's population is 4,701 (Wyoming has only 498,703 people). However, about 80,000 people live within a hundred mile radius of Thermopolis. This is the largest population in Wyoming within such a radius with the exception of the Cheyenne - Laramie area. Thermopolis is a prime candidate for growth because of its fundamental endowments, including a high quality of life, its magnificent location, mild climate, healthy community attitude, and Wyoming’s business-friendly political-economic culture. The local economy has historically been based on agriculture, tourism, and oil and gas production, but it is rapidly diversifying. Thermopolis is actively recruiting light manufacturing firms, companies whose business is telecommunications intensive, and businesses, which can enhance our already outstanding amenities for destination tourism. Schools are excellent, the work force is productive and the opportunity for low-cost business start-up and operation promising. There are no state or local income taxes – either personal or corporate – nor is there an inventory tax. Wyoming’s state government is business-friendly, and Thermopolis is currently engaged in an aggressive economic development program, which has been instrumental in providing a high-speed, broad-bandwidth wireless telecommunications system. This system provides the means of overcoming an economic handicap -- the relative remoteness. Thermopolis' colorful valley is blessed with a wonderful micro-climate. The wind seldom blows, little snow falls, and there is an average of 320 days of sunshine per year. The Big Horn Basin stretches roughly a hundred miles north and south, averaging forty or fifty miles in width. Its 11,000 square miles are divided
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