541-544-0991 info@southwascoalliance.org

Strategic Plan

South Wasco Alliance Strategic Plan

A plan for improving lives – and livelihoods – in South Wasco County

SWA Strategic Planning Committee   | Version 1.4 | February 2015

Abstract

The SWA Strategic Plan provides a blueprint for the Alliance to achieve the vision of a healthy and vibrant south Wasco County.

Executive Summary and Vision Statement

 

The South Wasco Alliance grassroots effort began in November 2013 with a meeting of local residents, interested in the long-term health of the area, to discuss whether biomass energy could be used as a springboard for economic development efforts. The participants represented a cross-section of neighboring south Wasco county towns, including Dufur, Tygh Valley, Wamic, Pine Hollow and Maupin. The meeting was the springboard for starting a formal effort to develop a common vision of a healthy South Wasco community, using that common vision to create local connections for efforts already underway, and to garner support from government, non-profit, for-profit companies and funding organizations who could assist in bringing the vision to life.

The Alliance began by creating a vision for what a healthy South Wasco community looks like. The full vision statement can be found in Appendix A, but the overall summary states:

South Wasco Community Vision
We are a collective community of South Wasco County citizens with a shared vision of a vibrant and sustainable economy. Our communities are integrated and supportive of each other, with improved living standards supporting happy and healthy lives.

In July of 2014, it was clear the South Wasco Alliance had gathered enough momentum to warrant becoming a more sustainable – and formal – group. This meant developing a strategic plan to guide efforts moving forward, and creating a governance/organizational structure to guide decision-making and deal with financial considerations.

The Strategic Plan provides an overview of a long-range organizational roadmap with built in checkpoints to ensure successful completion of Alliance goals, and follows this process flow:

The results of those efforts can be found in this document. It will be updated as we move forward and shift from planning to implementation.

SWA Participants

 

There are a variety of participants in the South Wasco Alliance efforts:

SWA Advisory Council

The SWA Advisory Council is a 5-person group elected to guide all initial efforts of the Alliance and provide both the decision-making structure and oversight of all activities. Important functions include fiscal management, approval and decision making, advisory and advocacy efforts, liaison representation, and full strategic oversight of the Alliance effort via this Strategic Plan. A fuller description of the Advisory Council responsibilities follows later in this document.

Eventually the advisory council will be replaced with a rotating Board of Directors, voted on by active members of the South Wasco Alliance.

SWA Key Vision Area Committees and Projects

Each Key Vision Area embodies committees and projects dedicated to bringing that vision to life under the direction of the SWA Strategic Plan and the SWA Board. Committees and projects are formed based on interest and leadership of community members, and carried out according to their respective goals and objectives that meet the goals and objectives of the Vision Area. Committees and projects adopted by the SWA Board receive support from the Alliance in the form of resources, information, networking connections, marketing and other assistance. Formal adoption under the ‘SWA umbrella’ is based on alignment with Vision objectives, a narrative or work plan outlining the goals, objectives and actions that will bring the particular Vision to life, and identification of the assistance and resources needed from the Alliance. Committee and project plans and paths will be documented within the Strategic Plan to record overall progress. For some committees and projects, an end point may be reached wherein the work is ‘handed off’ to another formal entity to continue the work under its particular purview.

A listing of the SWA Dream Team – individuals supportive of and participatory in this effort and who are on the SWA email distribution list – can be found in Appendix B.

SWA Supporters

SWA’s efforts are supported by a wide-range of organizations and individuals, including: non-profit organizations; local business owners; City Councils and Mayors; County, State and Regional agencies; and County Commissioners. Eventually we hope to have the support of the Governor of Oregon who is also working to relieve poverty in rural communities. A listing of these supporters can be found in Appendix C.

South Wasco County Community

The community members within the towns of South Wasco County participate by contributing to the overall vision (via forums, town hall meetings, surveys, etc.), by extending expertise for specific projects/activities, by connecting people to SWA’s efforts and by providing a unified voice.

 

 

SWA Advisory Council Duties and Decision-making Process

Council Functions and Responsibilities

The South Wasco Alliance Advisory Council serves as the governing body for the Alliance, providing organizational structure and operational support, and guidance and strategic oversight of all activities to ensure the SWA Vision is brought to life. This group is comprised of community representatives and key individuals who are actively involved, enthusiastic about the SWA mission, and connected to their communities.

The Advisory Council exists to provide 1) Fiscal Management, 2) Internal Operations and Decision-making, 3) Strategic Planning, 4) Organizational Stability and Community Sustainability, and 5) Advocacy and Representation.

  • Fiscal Management: Serve as the fiscal agent for seeking, receiving, and expending funds necessary for effective operation of the Alliance.
    • Investigate and establish a legal fiscal structure for the Alliance that is recognized by the IRS and State of Oregon, and is conducive to appropriate fiscal operations.
    • Seek grant and other sources of funding to support Alliance operations and projects.
    • Administer and manage funds for contracts, project actions and accounting purposes
    • Secure legal advice when necessary to ensure legality of fiscal operations.
    • Invest funds
  • Internal Operations and Decision-Making: Make consensus decisions that affect the development, effectiveness and legitimacy of actions and operations influencing success of the Alliance in achieving its Vision.
    • Investigate a suitable governance framework for Alliance functions and operations
    • Establish means to carry out administrative tasks and day-to-day operations
    • Approve committee work programs and projects
    • Develop operational and communication protocols
    • Establish committees and sub-committees within Vision areas and seek committee chairs
    • Develop dispute resolution framework and use when needed
    • Provide whatever decisions are necessary for healthy Alliance functionality
  • Strategic Planning: Provide oversight in aligning actions strategically and opportunistically for short-term and long-term gain, foster committee and project cohesiveness, and seek to ensure the overall Vision and area Visions are achieved.
    • Develop a living Strategic Plan that provides a blueprint for tracking goals and objectives necessary to achieve the Vision of a healthy and vibrant South Wasco County
    • Provide recommendations to committees for projects and actions that are synergistic with other efforts, both within and outside the Alliance
    • Assist committees in developing and implementing their Vision Area Work Programs to achieve their respective Visions
    • Decide on actions to optimize Alliance strategies and intentions

 

  • Organizational Stability and Community Sustainability: Ensure the South Wasco Alliance maintains a strong base of community and citizen involvement and awareness.
    • Determine whether the Alliance should hire an Executive Director or other paid staff to ensure long-term viability of the Alliance
    • Develop and implement a framework to elect new Advisory or Board members
    • Solicit and encourage participation in the Alliance of communities and citizens within South Wasco County
    • Communicate Alliance actions and visions through written or public forums to inform the public or membership and enhance awareness
    • Assess role of Alliance within specific communities and community goals

 

  • Advocacy and Representation: Work on behalf of South Wasco Alliance to engage agencies, governments, and NGOs to help support and achieve the SWA Vision.
    • Network among key organizations, agencies and governments to establish and nurture positive and supportive relationships
    • Serve as the Alliance representative in various forums
    • Advocate for County or State policies and programs supportive of Alliance efforts
    • Act as the central contact point and conduit for communications
    • Serve as spokespersons in various forums

Method of decision making

The SWA Advisory Council uses a consultative process that includes thorough enough consultation to reach a consensus if possible, or if necessary, call for a vote and support the majority decision.

The Process of Consultation

First: A presentation of facts on the matter and a collective agreement upon the facts. If further facts or additional information needs to be collected then the item can be postponed to a future agenda.

Second: A consideration of the issue to assure compliance with the vision statement and plans of action. This should also be reconsidered after a decision is formulated.

Third: Frank, respectful and thorough discussion.

  1. The consultation should engage one person talking at a time.
  2. Everyone should have equal opportunity to freely offer their input.
  3. Everyone approach their role as though making a contribution to the collective of possibilities and not push a personal opinion or agenda.
  4. Consultation is not debate, but an exploration of the best possible solutions. It is asking questions of one another to clarify what another is expressing and it is listening to others with a sincere desire to fully understand.

Fourth: Summary of the decision by the chair or facilitator when there appears to be a consensus, or if a consensus cannot be reached suggest a vote. If all the members agree, call for a vote and all support the decision of the majority.

Fifth: Decide who and how the decision will be carried out.

Sixth: Record the decision either in writing, electronically or on a small recorder. The recorded decision should be read back to the group so that any changes or addition can be added before being approved. This way there is no need to read back and approve minutes at the beginning of every meeting.

Assessment of Current Conditions: a County-wide SWOT Analysis

Our group efforts to define the Strengths, Weaknesses, Opportunities and Threats facing South Wasco County are added here. Interviews with local people will be needed to flesh this out.

 

The towns in South Wasco County that comprise coalition members from a geographic location (south of 2N on plot map) include:

  • Antelope
  • Big Muddy Ranch (now Young Life Christian Center)
  • Boyd?
  • Dufur – wheat farming and orchard background, ranching
  • Maupin – river and railroad community, former log mill
  • Pine Grove – logging history
  • Pine Hollow and Rock Creek Reservoir – hunting and recreation history
  • Shaniko – sheep herding history
  • Tygh Valley – hops and traveler’s crossroads history, former log mill, agriculture and ranching
  • Wamic – Barlow Trail gateway history
  • Warm Springs Tribe – logging, gambling, resort

Demographic information for these towns can be found in Appendix D

Strengths

South Wasco County has many assets and strengths that provide a strong foundation for today, and will be invaluable in the future. First and foremost, the natural resources of this area are astounding – clean air, plentiful sunshine, clean water, mega landscapes, beautiful rivers and canyons, forests and deserts. The Wild and Scenic Deschutes River brings in recreationists and tourists alike as white water rafting and fly fishing have become the economic engine, particularly for Maupin‑-the Gateway to the Lower Deschutes River–where salmon, steelhead and resident trout remain viable. Many newcomers are drawn to the area because of the river or the mountains, for both recreational and economic reasons. Much of the land base is federally or state-owned and available for public use, including camping, hiking, fishing, hunting, boating and swimming. The Mt. Hood National Forest provides for recreational pursuits year round and timber for potential renewable energy production. There is a strong agricultural base in the production of dryland and irrigated crops such as wheat, barley, corn, fruit trees etc., and in ranching for cattle, sheep, hogs and horses. At the turn of the century, Tygh Valley was an award-winning hop growing area.

The rural character and pioneer heritage of South County provides an attraction for tourists. The communities themselves take pride in their heritage and various assets and showcase them through community festivals and events. Community groups are thriving such as local garden clubs, a theater group, Maupin Area Chamber of Commerce, historical societies in Dufur and Wamic, the Shaniko Preservation Guild and Restoration Group, and now the South Wasco Alliance which are all focusing on the betterment of communities. South Wasco County (Tygh Valley) is the home of the Wasco County Fair and Rodeo, and Maupin is the location for the South Wasco School District. Many artists and artisans call South Wasco County their home. The Warm Springs Reservation adds important diversity to the county’s overall culture.

Public services and businesses exist that are crucial to sustaining and maintaining healthy lives and livelihoods. A medical facility, ambulance and life flight services, an assisted living home, as well as city and rural volunteer fire departments are available within South Wasco County. Key businesses exist, such as grocery markets, hardware stores, car repair, electric services, construction, agricultural marketing, restaurants and cafes, and lodging accommodations.   Existing land is available to create new businesses or business enterprise zones. And an increasing influx of retirees seeking a rural lifestyle in sunny climes is bringing in an added base of skill and expertise to the communities.

Electric power rates are kept at reasonably and relatively low levels by the power utilities (Wasco Electric Cooperative, North Wasco County PUD). Water is sufficiently available through springs, aquifers and wells, but public water delivery infrastructures are antiquated or old. Wastewater systems exist in the larger towns, but are also old. Internet access is provided primarily by CenturyLink and Gorge Net, with some areas serviced by North State Telephone and Mosier WiNet.

Wasco County and the various City governments in South County (Dufur, Maupin, Antelope, Shaniko), as well as the unincorporated towns of Pine Grove, Pine Hollow, Tygh Valley, Wamic, and Friend are interested in and supportive of the concept of a community alliance, as it aligns with city and town goals and needs.

Weaknesses

The economy of this area was in the past largely based on timber harvest and milling. The loss of this singular economic driver has curtailed growth and created poverty. Many families migrated out of the area to find better jobs, which in turn affected schools and services. The area is limited in the number of family wage jobs to keep young families here; South County is becoming gentrified. Educational opportunities are limited, especially for adults, and the South Wasco School District is struggling with declining enrollment. To sustain fiscal viability, the music program at the school was eliminated. Family and child support services are also not readily available.

The local economy – and businesses located here – are affected seasonally by the drop in tourism and river recreation, which in turn affects job availability. Businesses and residents do not have access to high-speed Internet, necessary for business and community growth. Housing is limited, which also affects growth. And, there are limited professional services.

While South County has a medical facility, it is stretched thin and cannot provide a number of needed services, including mental health services. Communities lack up-to-date libraries, community centers, and recreational centers. School children typically do not have access to extracurricular programs, services or activities. Local fire departments are already stretched thin and cannot accommodate the extra burdens that come with additional growth. The communities in South Wasco County are distant from each other and from larger community centers. While this can be a virtue for a rural lifestyle, it is also a barrier to community connectivity.

Infrastructure issues such as high-speed internet access, aging water and sewer systems, and road maintenance will all impact the livability and economic viability of the area. There are many areas needing attention, including education, community health, transportation, business development.

Considerations for specific vision areas include:

  • Capacity of water and sewer systems with increased growth (Mid-Columbia Economic Development District often works with smaller communities to connect to resources for infrastructure technical assistance).
  • Future power rates

Opportunities

Both the Governor’s Office and the Oregon Business Summit recognize the need for rural economic revitalization. State and county agencies are ready and willing to be partners in creating economic vibrancy and vitality.

Changing values in environmental appreciation and stewardship, and recreational pursuits are setting the stage for new enterprises and strengthening those that exist. The focus on river recreation could spawn enterprises and artisanal manufacturing that support those activities by producing river-related products. A growing interest in authentic, sustainable, organic and local could also be the incentive for production of various local goods, including organic fruits, hops grains, etc. There are opportunities for renewable energy development, particularly biomass from forest timber and solar from our abundant sunshine.

South Wasco County, for the most part, is within a 2-hour drive of Oregon’s major metropolitan centers, including Portland, Bend and Central Oregon, where growth in educational opportunities, services and visitors is occurring. Washington’s growth hub of Tri-Cities is within a 2 ½-hour drive. This proximity provides better access to recreational opportunities and airport hubs which make it viable for businesses to locate here while still being able to access business travel. Public interest in recreation could be the catalyst for new businesses or enterprises in South County. The growth in cycling, hiking, geo-caching and other outdoor activities could spur additional opportunities in those areas. Agri-tourism and eco-tourism are becoming popular trends that could be capitalized on in South County. Available land areas also provide potential for the creation of enterprise zones conducive to business development. Existing businesses such as Imperial Ranch and Azure Standard have national reach, with an opportunity to develop ancillary businesses such as organic food production and wool-related companies.

The growing interest in living in a rural environment is bringing in baby boomers near or in retirement. Such an influx provides outside perspective, and a skill base that could be an asset to boosting and strengthening rural communities. And if the county is successful in bringing high-speed Internet access to the area, there are numerous opportunities to attract businesses that are not dependent on the local natural resources for revenue while offering the benefits of a rural lifestyle to attract employees.

 

Threats

Diversifying and strengthening the economy is imperative. Without that, the rural towns will falter and fail, closing schools, ending businesses, and eliminating public services. Shaniko is an example of an “almost ghost town.” Zoning laws are generally restrictive to economic growth. While natural disasters are rare, the potential for catastrophic wildfire, earthquakes, river pollution or flooding, and fishery failures could have dire affects on communities and their economies.

Another potential threat revolves around water. While South Wasco County’s main water supply is through aquifers, the rivers that are often used for crop irrigation are impacted by shrinking glaciers. Developing economic strategies that maintain a healthy – and viable – water supply in the next century will be critical to the long-term success of the area and its communities.

Strategic Plan: Work programs for key vision areas

(Initial work plans and their eventual fleshed-out details go here.)

 

Goal 1: Sustainable EconomyWe have a diverse base of small industries and businesses that provide a sustainable and durable economy to support families and our diverse population. Businesses are retained and expanded that build on existing assets and support those already here.

 

SOUTH WASCO WORK PROGRAM FOR STRATEGIC PLAN
Vision Area: Sustainable Economy
We have a diverse base of small industries & businesses that provide a sustainable & durable economy to support families and our diverse population.
Objectives: 1) 10 new businesses employing 10 people each within 10 years; 2) Businesses are compatible with the natural resources of the                     area; 3) Natural resources are used sustainably in the creation of jobs and in the generation of sustainable power options.
# TASK                                                                      (Tie tasks to Measures of Success) IN KIND RESOURCES                   Gov. Board Oversight Thruout EST $ DELIVERABLE(S) LEAD Timeline
1 Form an Economic Dev. Committee and subcommittees in kind effort $0.00 List of Committee Members  Mike Davis
2 Prepare SWOT for Sustainable Economy Vision to include considerations for overall success In kind effort: committee meetings, volunteer writer(s) $0.00 Overall SWOT document for Vision of Sustainable Economy
3 Write draft Sustainable Economy strategic work plan framework for SWA input and Bd approval In kind effort: committees w/volunteer writer(s) $1-2k Draft Sustainable Economy strategic plan document
4 Based on Vision Area SWOT, inventory & asset map businesses & developable land, and interview local businesses                                                                    – viability of local businesses; gaps in service and supply chains                                                     – vacant business spaces                                                              – available land for development                                       -potential enterprise zone(s) and infrastructure                                 -Infrastructure (eg sustainable power, water, sewer, access, etc.) In kind effort: interviews, committee, volunteer writer(s), governance board oversight, maps of commercial and industrial lands from previous EDC work. On-line resources available through County’s GIS maps. Business viability narrative                               Asset map including                       -vacant business buildings           -vacant business dev. land                                                       -enterprise zone(s)                                           location(s)
5 Assess land use changes needed for business dev. In S. Wasco Co. In kind effort: committee meetings, volunteer writer(s) ~$10-$20 per map Brief narrative & map of needed land use changes
6 Form High Speed Internet Sub-Committee and develop Committee Work Program (see Appendix) in kind effort $0.00 Committee list Stan Kelsay
7 Develop marketing strategy to recruit businesses compatible with natural resources, economic needs, & aligned with workforce availability, current businesses & other assets, (eg), ag. processing, hi speed internet, tourism… etc. in kind effort: committee, volunteer writer(s) $0.00 Marketing strategy
8 Assess plan consistency w/local & state policies & programs in kind effort; committee $0.00 Consistency narrative
9 Identify Critical Success Deliverables and corresponding Measures of Success In kind effort: committees, volunteer writer(s) $0.00 Definitions

 

Goal 2: Strong CommunitiesOur rural communities are safe, clean, and attractive. Each embodies its unique pioneer heritage, spirit andpride, and offers visitor enjoyment and hospitality

SOUTH WASCO WORK PROGRAM FOR STRATEGIC PLAN
Vision Area: Strong Communities
Our rural communities are safe, clean, and attractive. Each embodies its unique pioneer heritage, spirit and pride, and offers visitor enjoyment and hospitality.
Objectives: 1) Our communities thrive from shared values and shared resources and knowledge; 2) Schools are strong, healthy, and provide education to all age and ethnic groups; 3) Communities value the voices, visions and diversity of their citizens. Citizens actively help and support one another with gratitude and harmony; 4) Community facilities and parks are developed, upgraded, and enjoyed by all citizens. 

# TASK                                                                      (Tie tasks to Measures of Success IN KIND RESOURCES                  Gov. Board Oversight Thruout EST $ DELIVERABLE(S) LEAD Timeline
1 Form “Strong Communities” committee & subcommittees In kind effort $0.00 List of Committee members
2 Do SWOT analysis for “Strong Communities” Vision Areas, to include:                                                                   1. Schools and Community Education                                                                                   2. Institutions/organizations/activities that foster community                                                                           3. Community facilities                                                            4. Parks & Outdoor Recreation (Boat Ramp) In kind effort: committee with volunteer writer(s) $0.00 Brief SWOT narrative for each “Strong Communities” Vision Merle H., Bill A.
3 Write draft “Strong Communities” strategic work plan framework for Alliance review. Develop Work Program for subcommittees volunteer writer(s), committee(s) & gov. board review & approval $1-2k Draft Strategic Work Plan
4 Identify & prioritize specific recommendations & projects supporting “Strong Communities” objectives, and inbed in EDC Community Enhancement Project list In kind effort: committee with volunteer writer(s) $0.00 Specific written recommendations & projects
5 Assess “Strong Communities” recommendations & project consistency w/local & state policies & programs in kind effort; committee $0.00 Consistency narrative
6 Identify Critical Success Deliverables and corresponding Measures of Success In kind effort: committees, volunteer writer(s) $0.00 Definitions

Goal 3: Improved Living StandardsOur living environments and experiences are improved and healthy. Our living experience is continually nurtured, benefitting all residents

SOUTH WASCO WORK PROGRAM FOR STRATEGIC PLAN
VISION AREA: IMPROVED LIVING STANDARDS                                                                                                           Our living environments and experiences are improved and healthy. Our living experience is continually nurtured, benefiting all residents.                                Objectives: 1) Affordable housing is available, accessible and strong; 2) Stable health care and public safety services are available; 3) Businesses in our communities offer sustainable living wage jobs, which attracts and retains younger families. 

# TASK                                                                      (Tie tasks to Measures of Success IN KIND RESOURCES                   Assumes Gov. Board Oversight Thruout EST $ DELIVERABLE(S) LEAD Timeline
1 Form “Improved Living Standards” committee and subcommittees In kind effort $0.00 List of Committee members
2 Do SWOT analysis for “Improved Living Standards”     Vision Area, to include:                                                             1. Housing                                                                         2. Health care                                                                           3. Public safety

4. Energy: Renewables, Efficiency

In kind effort: committee with volunteer writer(s) $0.00 Brief SWOT narrative for “Improved Living Standards”
3 Write draft   “Improved Living Standards” strategic work plan narrative for Alliance Review and Work Program for subcommittees volunteer writer(s), committee(s) & gov. board review & approval $1-2k Draft   “Improved Living Standards” strategic plan document
4 Identify & prioritize specific recommendations & projects supporting “Improved Living Standards” objectives and inbed in EDC Community Enhancement Project list. $0.00 Specific written recommendations & projects
5 Assess “Improved Living Standards” recommendations & project consistency w/local & state policies and programs in kind effort; committee $0.00 Consistency narrative
6 Identify Critical Success Deliverables and corresponding Measures of Success In kind effort: committees, volunteer writer(s) $0.00 Definitions

 

 

Appendix A: SWA Vision Statement

Appendix B: SWA Dream Team

First Name Last Name Email Phone Connection
Bill Aarnio webegoin@centurytel.net 541-544-0991 Director of Wamic/Pine Hollow Fire Department
Thelma Alsup tsalsup@yahoo.com Former South Wasco County School District chair
Amber Anderson ambera@swasco.net South Wasco School District – Education and After School Program
Deanna Ashbrook-Sudan Dashbrook3@hotmail.com 541-760-0217 Ashbrook Farm in Dufur
Fred Ashley Ashley 541-483-2277 Owner of Tygh Valley Sand and Gravel
John Audley jaudley@sustainablenorthwest.org (503) 221-6911 Sustainable Northwest (non-profit partner on Community Energy)
Bridget Bailey bridget@bridgetbaileypc.com
Mel Barlow melbarlowsr@centurytel.net Board member, Barlow Water Improvement District
Allison & Randy Bechtol shop@maupinmarket.com 541-395-2888 Owners of the Maupin Market
Mary Beechler mdbeechler@gmail.com 541-993-2660
Bill Brackman willbrackman@gmail.com 541-705-4565 Engineer, Tygh Valley resident
Dan Bubb dan@gorge.net 541-386-3723 Owner, Gorge Networks Inc.
Sandi Chamberlain yumapine@netzero.com Deschutes Rim Clinic, Board Member Barlow Water Improvement District
Phil Chang Phil_Chang@merkley.senate.gov 541-318-1298 Field Representative, Office of U.S. Senator Jeff Merkley
Bobbie Harlow Combe bobbie.harlow@yahoo.com Strategic planner
Emile Combe emilec@worldaccessnet.com Former Port Planning and Economic Development Director in Washington
Mike Davis irldavis@mac.com 541-483-2405 5th Generation Rancher/Economic Development
Laila Davis lailadavis@me.com 541-483-2405 Sustainablility and community
Sharon DeHart sharondehart@centurytel.net PA at Deschutes Rim Clinic
Karen DuPuis kedmaupin@centurytel.net Mayor of Maupin
Steven and Susan Ellis ssellis@centurytel.net 541-483-2365 w Chiropractor, Tygh School Community Center
Leona and Sean Egeland ridgeline@ortelco.net 541-467-2971 Owners of Ridgeline Plumbing in Dufur
Judy Ewing wamicstore@gmail.com 541-544-2333 Owner of Wamic Store
Stan Fargher mhss2217@yahoo.com 541-395-2217 Maupin Hardware Store
Mike Foreaker mforeaker@centurytel.net Small business owner, Maupin
John Gambee john@fostergambee.com 503-890-7104 Civil engineer, property owner in Tygh Valley
Lisa Gambee lisagambee03@gmail.com 503-890-0134 Marketing, meeting organizer, SNW Board, property owner in Tygh Valley
Tom and Medy Gantz medy@centurytel.net 541-395-2479 Maupin residents
Jeannie Gordon jeanniegord@centurytel.net 541-544-0905 Wamic/Pine Hollow resident
Steve Gordon gostinger@centurytel.net Board member, Barlow Water Improvement District
Ron Graves wasco.swcd@oacd.org 541 296-6178 ext. 114 District Manager of Wasco SWCD
Debbie and Phil Hager 541-483-2324 Owners of Tygh Valley General Store
Scott Hege scotth@co.wasco.or.us 541.288.1616 Wasco County Commissioner
Jon Helquist jonh@centurytel.net Maupin City Council
John Herlocker johnherlocker@gmail.com 541-993-8995 Manager of Barlow Water District in Pine Hollow
Merle Hlavka wampinrock@centurytel.net 541-544-3275 Owner of WamPinRock News
Daily Holman phdaily7@gmail.com Board member, Barlow Water Improvement District
Samantha Irwin samantha@balchhotel.com 541-467-2277 Owner of the Balch Hotel in Dufur
Frank Kay susankay@centurytel.net 541-395-2222 Maupin City Council and self proclaimed Trout bum, economic development for Maupin/Wasco County
Stan Kelsay skkelsay@gmail.com 541-395-2421 Retired Civil Engineer, Maupin resident
Jody Kemple Smith jodykemplesmith@gmail.com 541-480-6725 Maupin resident
Sue Knapp sue.marie.knapp@gmail.com 503-302-4489 Maupin City Council
David Knapp susndave@hotmail.com 541-993-6236 Dufur City Council
Steve Kramer stevek@co.wasco.or.us 541.993.2051 Wasco County Commissioner
Richard Lyon Lyonrc@ortelco.net 541-467-2331 Dufur City Council
Doug Macbeth, J.D. dmacbeth@gmail.com 541-389-8099 Commercial Mediation Lawyer, Warm Springs Advisory, Madras resident
Charlie Manger cmanger@development-investment.com 206.818.8515 Sustainable rural development, family in Wamic
John and Diana McElheran 7mranch@gmail.com Juniper Flat farmer/rancher
Bib McFadden bob@thegoldenkey.com 541-340-1900 Port of The Dalles Board, realtor
Mary and Mike McLauren 541-483-2440 Tygh Valley residents
Jeff Nicol jnicol@cgcc.edu SBDC Director, Columbia Gorge Community College
Dave and Dawna North queenofdeschutes@gmail.com 541-395-2626 Owners of Deschutes Motel
Tom Peters tpeters@deererunfarms.com 360-609-1166 Owner of Deere Run Farms and Winery, Dufur resident
Ann and Dan Peterson marlisann@hughes.net 541-483-2244 Tygh Valley residents, owner of Coburn Electric
Todd Reeves todd@mowinet.com Owner of MoWiNet
Kathy Richey fly3861p@mind.net 541-973-7814 Maupin resident/volunteer
Tim and Paula Richardson tim@cityofantelope.us 541-489-3201 City of Antelope
Denny Ross ddross@centurytel.net 541-395-2583 Former Boeing aviation trainer and Mayor of Maupin, WyEast Board Chair
Rod Runyon rodr@co.wasco.or.us Wasco County Commissioner
Kameron Sam kcsam@fs.fed.us 541-467-5101 District Ranger, Barlow Ranger District
Kate Sinner kate.sinner@state.or.us Central Oregon Representative, Regional Solutions, State of Oregon
David Stelzer david@azurestandard.com 541-993-3645 CEO of Azure Standard, Dufur
Scott and Valerie Stephenson scottandvalerie@gmail.com 541-993-0885 Wamic residents
Irene Sullenger hilltoptygal@yahoo.com 541-483-2422 Tygh Valley resident, member of Back Country Horseman Club
Josh Thompson josh.thompson@or.nacdnet.net 541-993-3419 Wasco County Soil & Water Conservation District
Robert and Randi Wallace robert@wyeast-rcd.org 541-815-5503 Wy’East Executive Director, Dufur resident
Ellie Webb ellie@columbiariverproperties.com 541-296-1026 Realtor with Columbia River Properties

Appendix C: SWA Supporters

  1. Association of Oregon Counties. Very powerful and influential entity in Salem because it speaks for all counties.
  2. League of Oregon Cities (LOC)
  3. Dufur City Council, Robert Wallace, Mayor
  4. Maupin City Council, Mayor Robert Kay
  5. Wasco County Board of Commissioners, Rod Runyon, Scott Hege, Steve Kramer
  6. Senator Jeff Merkley, via Phi Chang, Oregon Senator focused on biomass, economic development, etc.
  7. Mid-Columbia Economic Development District. Regional entity focused on economic development for rural communities (Amanda Hoey and Carrie Pipinich)
  8. Wasco County Economic Development Commission
  9. Oregon Dept of Energy, support around a biomass feasibility study for the area. Matt Krumenauer
  10. Regional Solutions (State of Oregon), economic development for rural communities. Annette Liebe and Kate Sinner
  11. Sustainable Northwest, non-profit organization interested in advising and being a community energy partner for SWCC.
  12. Wy’east Resource Conservations & Development Area Council, non-profit org whose goal is to encourage rural development, ensure natural resource sustainability and foster community growth. Robert Wallace

Appendix D: Census Bureau Data on South Wasco County Towns

Antelope Demographic Data

  • Population (Census 2000): 59
  • Median Household Income: $40,208
  • Total Households: 27
  • Real Estate Taxes: $290.00
  • Average Home Value: $49,000.00
  • Median Age: 50.50

Big Muddy Ranch/Young Life Christian Center

  • No data available

Dufur Demographic Data

Maupin Demographic Data

Pine Grove – search brings up Maupin info

Pine Hollow and Rock Creek Reservoir – hunting and recreation history

Shaniko Demographic Data

  • Population (Census 2000): 26
  • Median Household Income: $28,750
  • Total Households: 14
  • Real Estate Taxes: $450.00
  • Average Home Value: $37,500.00
  • Median Age: 61.00

Tygh Valley Demographic Data

Wamic – Search brings up Tygh Valley info

  • Info for 2013: not available.

Warm Springs Tribe/Warm Springs

Info for 2013: http://suburbanstats.org/population/oregon/how-many-people-live-in-warm-springs