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HOT SPRINGS, MONTANA GROWTH POLICY

Adopted 2009 - Revised 2014

Introduction..................................................................................................................5

1. What is a Growth Policy?....................................................................................5

2. What is a Mission Statement?.............................................................................6

3. What is a Vision Statement?...............................................................................6HOT SPRINGS GROWTH POLICY 2014 1

4. What Should a Growth Policy Contain?..............................................................6

5. How is the Growth Policy Updated?....................................................................6

6. How was the 2009 Growth Policy Revised?........................................................7

Growth Policy Goals & Objectives...............................................................................8

Section I – Economic Development.........................................................................8

Statistics, Trends, Accomplishments....................................................................8

Goal 1: Local Business – Develop a Diverse and Thriving Economic Base........8

Goal 2: The Arts – A Thriving, Positive Economic and Cultural Resource............9

Goal 3: Geothermal Stewardship of Our Water Resources...............................10

Goal 4: A Healthy and Vibrant Toursim Economy.............................................10

Notes for Future Revision of Economic Development Section...........................11

Section II – Housing...............................................................................................12

Statistics, Trends, Accomplishments..................................................................12

Goal 5: Existing Homes in Hot Springs are Safe and in Good Condition...........12

Goal 6: Hot Springs has a Variety of New Housing Stock.................................13

Notes for Future Revision of Housing Section....................................................13

Section III – Land Use............................................................................................14


Goal 7: New Development is Appropriate, Sufficient, and Cost-Effective..........15

Goal 8: Development Reflects Positive Community Characteristics..................15

Goal 9: There are No Unaddressed Leaking Underground Tanks....................15

Notes for Future Revision of Land Use Section..................................................16

Section IV – Natural Resources.............................................................................17


Goal 10: Hot Springs’ Natural Environment Is Respected and Protected..........18

Goal 11: Wildfire Risks Are Minimized...............................................................18

Proposed New Goal for 2014-2019: Park and Trail Improvements...................18

Notes for Future Revision of Natural Resources Section...................................18

HOT SPRINGS GROWTH POLICY 2014 2

Section V – Public Facilities...................................................................................19


Goal 12: Hot Springs’ Transportation System Reflects Community Values.......20

Goal 13: Hot Springs’ Infrastructure is Both Adequate and Sustainable............20

Notes for Future Revision of Public Facilities Section........................................20

Section VI – Local Services....................................................................................21


Goal 14: Town Government is Responsive; Decision-making is Open and Transparent........................................................................................................22

Goal 15: The Town Protects Private Property and Individual Rights.................22

Goal 16: Hot Springs Provides Good Quality Emergency and Law Enforcement Services..............................................................................................................22

Goal 17: Hot Springs Offers Good Quality Community Services.......................22

Notes for Future Revision of Local Services Section..........................................22

Section VII – Population.........................................................................................23


Goal 18: Hot Springs is Accessible and Meets the Needs of All its Citizens.....23

Notes for Future Revision of Population Section................................................23

Section VIII - Implementation Strategies................................................................24

Section IX - Required Statements..........................................................................25

A. How the Town will coordinate with Sanders County and CSKT....................25

B. Subdivision Review Criteria...........................................................................26

C. Public Hearings Regarding Proposed Subdivisions Statement.....................27

D. How the Growth policy will be Reviewed and Revised..................................28

E. Public Infrastructure Strategy.........................................................................28

Growth Policy Data – 2014 Update............................................................................29

Section I - Economic Development........................................................................29

Sections II – VII, See 2009 Report.........................................................................34

Appendices................................................................................................................35

A. Montana Law Involving Growth Policies..........................................................35

B. Background & History of Hot Springs Growth Planning..................................36


ACKNOWLEDGEMENTS

Mayor Randy Woods

City CouncilLeslee Smith – Council President

Robert DobrovolnyRichard Adams

Paul Stelter

Hot Springs Planning BoardDeanna Peters (Chair)

Robert Dobrovolny (Council Liason)Janelle ClarkeJerry Kontos

Sheila Massingale Lo Hua Odekirk

Town StaffClerk-Treasurer: Julie Lazaro

Utility Clerk: Jerry KontosPublic Works: Ruben Loberg & Sierra Lazaro

Town Attorney: Kathryn McEnery

Growth Policy Review CommitteeRobert DobrovonyKathryn McEnery

Paul Stelter

Thanks to everyone who attended the Review meetings in 2014 and the April 8, 2015 public hearing.


Hot Springs Growth PolicyIntroductionThe Town of Hot Springs, Montana wrote and adopted a Growth Policy in 2009. A Growth Policy Committee made up of residents, Council members, and Town staff was organized by the Town Council and Planning Board. The committee held public meetings to get community input, wrote a proposed Growth Policy, and submitted it to the Planning Board and the Town Council for adoption. For more information about the 2009 process, read Appendix B, Background & History of Hot Springs Growth Planning.

This is the 2014 Growth Policy, which updates and revises the 2009 Growth Policy. It contains updated data about the Town of Hot Springs, and the text has been edited to make goals and objectives easier to read and understand.

In this document, the words “may” “could’ or “should” mean that something is strongly recommended, but not required. The words “shall” or “must” suggest that some action is required by law or that everyone agreed it should be required.

1. What is a Growth Policy?A growth policy surveys land use as it exists and makes recommendations for future planning. It is not a regulatory document, but Montana law says that local governments must be guided by and give consideration to a growth policy. A growth policy is meant to be a “living” document – regularly reviewed by the community.

To adopt a growth policy, a community holds public hearings on a proposed growth policy and then submits it to the community’s governing body for adoption. The town’s planning board considers what was discussed at the public hearings and then recommends adoption or rejection of the growth policy to the governing board. The governing body then adopts a resolution of intent to adopt, adopt with revisions, or reject the proposed growth policy. A growth policy is revised by followingthe same procedures for adoption of a growth policy.

To write a proposed growth policy or revise a growth policy, the town gathers the input of the community (comments, questions, etc.) from public meetings and community surveys. This information and other data is organized in what is called a “SOAR” analysis, which focuses on “strengths, opportunities, aspirations, and results.” Hot Springs has also used a “SWOT” analysis, which looks at “strengths, weaknesses, opportunities and threats.”

A growth policy identifies goals and objectives for the town based on the input of the community and this SOAR or SWOT analysis. A “goal” answers the question, “what do we want to happen?” An “objective” answers the question, “how can we try to make it happen?” The Growth Policy also includes “implementation,” which answers the question “who is going to work on this objective?” and finally, “indicators of success” which are quantitative ways to answer the question, “how do we know if we are making progress to our goal?”


2. What is a Mission Statement?A Mission Statement describes the purpose for doing something. The mission of the Hot Springs Growth Policy Committee is to engage the community in a dialogue about its future, and create a document that organizes important data about the community and the ideas, goals, and hopes of those community residents and business owners.

3. What is a Vision Statement?A Vision Statement expresses the subjective, qualitative values that a community wants to preserve and promote through a Growth Policy. In the 2009 Growth Policy public meetings, the community created this Vision Statement:

Hot Springs is a vital, healthy, thriving community, looking toward the future, proud of its history.

4. What Should a Growth Policy Contain?The 2009 Hot Springs Growth Policy had seven sections: (1) Economic Growth, (2) Housing, (3) Land Use, (4) Natural Resources, (5) Public Facilities, (6) Local Services, (7) Population. Attention to each of these areas was determined to be important to the future of the town. These sections are consistent with what is required content under Montana Law (Title 76, Chapter 1, Section 601).

In addition to goals and objectives, the Hot Springs Growth Policy \ contains tables, charts, and maps to illustrate the different data used to create the policy.

The 2014 Hot Springs Growth Policy also includes as reference material information about growth policies in general (Appendix A) and a history of the Growth Policy planning process and information in Hot Springs (Appendix B.)

5. How is the Growth Policy Updated?The Town of Hot Springs reviews and updates the Growth Policy every five years. After five years, general information will still be relevant, but enough will have changed to make an update necessary.

Updating the Growth Policy would be a lot of work if you left the policy on a shelf for five years and then started cold! You’d spend a lot of time and effort getting up to speed and finding current census, demographic, or business data.

The 2014 Hot Springs Growth Policy Committee proposes that the Hot Springs Town Council invite public comment on one section of the Growth Policy at regular council meetings, and the Planning Board discuss the Growth Policy once a year. This way the Growth Policy is discussed regularly and there is an opportunity for the community to review objectives, discuss current trends, gather updated data, give regular community input, and make new recommendations.


Ongoing review and discussion of Growth Policy objectives is important. Communication is just as necessary as action. An ongoing discussion helps keep the community informed and involved, which in turn supports the planning process the next time the Growth Policy is up for review.

6. How was the 2009 Growth Policy Revised?Citizens interested in being nominated for the Growth Policy Review Committee submitted letters of intent to the Town Hall and were appointed by the Mayor. The Committee then held open public meetings once a month. At each meeting, the committee reviewed at least one section of the Growth Policy. They made suggestions for making it easier to read, discussed new data that was available (like the 2010 Census data), and discussed whether the goals and objectives of the 2009 plan were still relevant. The minutes of these meetings are available at Town Hall.

Once all the sections were reviewed, all the changes were incorporated into this document, and copies of it were placed for public review at Town Hall, the Library, the Hot Springs Senior Center, and the CSK Tribal Nutrition Center. A public hearing was held Tuesday, April 8, 2015. At that meeting, each of the goals of the growth policy was discussed. Comments made at the public hearing included some on Hot Springs today, and others on how to start planning for the 2019 Growth Policy Review five years from now, like:

Do more to enforce the town ordinances on community garbage, junk cars, and messy properties.

Encourage and recruit young people to get involved with the Fire Department and EMT teams. We need their strength and enthusiasm.

Next time, work with a planner to interview citizens personally, as not everybody will come to a public meeting or hearing.

Work with the Sanders County Community Development Corporation to get a grants or a planner.

Contact Sanders County Community Housing Organization and also the Community Action Partnership (in Kalispell, but provides services in Sanders County) for information on housing and weatherization resources. Also contact the personnel at Sanders County Land Services.

Contact Tour 200, which is the Tourism Committee for Sanders County for information on tourism relevant to the 2019 Growth Policy Review.

These comments and the revised Growth Policy was then submitted to the Hot Springs Planning Board for a resolution on whether or not to recommend that the Town Council be adopted. After that it was submitted to the Town Council for a resolution on whether or not to adopt the Growth Policy.


Growth Policy Goals & ObjectivesSection I – Economic DevelopmentVision for Growth: The citizens of Hot Springs and their guests have a town with a diverse and thriving economic base of jobs, goods and services. The Town of Hot Springs recognizes the importance of the arts in the lives of the citizens and wishes that the arts to be a positive economic and cultural community resource. The community of Hot Springs values its local hot water resources, and therefore is dedicated to preserving these beneficial (health and energy) resources. The businesses and residents of Hot Springs support increased revenues brought into the local economy through tourism.

Statistics, Trends, AccomplishmentsIn 2008-2009, census and other data showed that in Hot Springs:

Median and per capita income is lower than state and county averages Fewer than half of Hot Springs households earn money from wages 38% of Hot Springs residents live below the poverty line (from 2000 info) Service occupations are the largest employer One third of residents commute to jobs outside of town Hot Springs has an insufficient tax base to meet the needs of residents Tourism has an annual impact of $403,410 on the town Lodging taxes have increased in Sanders County

During 2009-2014, the following trends and accompishments can be reported: Spring Street designated a commercial/residential district. Hot Springs Artists’ Society continues music/event schedule. Chinese New Year dragon built and parades held each year 2010-2014. New Medical Clinic opened in 2013. Town Council conducted an ordinance review. Loafin’ Around and Camas Foods Market are examples of new businesses. Ordinance review was completed in January 2015.

Goal 1: Local Business – Develop a Diverse and Thriving Economic Base.Objective A: Incentivize successful small business incubation. With community input, review current zoning and town ordinances, identifying those that support and/or discourage business growth.

Implementation: The Hot Springs Town Council conducts ordinance review. The Planning Board can seek out business community members in the non-profit, private and public sector to participate in review of current zoning and ordinances. There could be an Economic Development Task Force made up of community residents. Community members can research incentives like Tax Increment Financing or Business Improvement Districts.

Indications of Success: Number of ordinances reviewed. Participation by business and community leaders in ordinance review or public hearings.


Objective B: Attract new businesses and jobs that can pay a living wage and serve the needs of residents and visitors.

Implementation: Chamber of Commerce, existing business owners and managers, and community members can develop public-private partnerships. There is a need to share information and resources: needs of local businesses, education about business ownership (marketing, taxes, grants and loans), obstacles to business growth or expansion, goods and services not currently provided by local businesses, residents who telecommute or operate a part-time, home-based or mobile business.

Indications of Success: Number of business licenses issued increased. Membership in Chamber of Commerce increased. Fewer empty storefronts.

Objective C: Foster individual economic resiliency for the citizens of Hot Springs. Identify ways that local residents can coordinate, share, and economize. Promote local food production, gardening, seed-saving, and food preserving.

Implementation: Mayor and Council consider new ordinances to support increased local food production (for example, chicken coop ordinance). Local growers, thrift store owners, Tribal Center, Senior Center and Food Bank to be consulted for ideas. School District or 4-H to be included as appropriate.

Indications of Success: Residents are aware of low-cost resources for food and household goods and resources to help with home repair or utility bills. Food Bank stores increased. Other ways of cooperation (tool library, volunteer work days, organized neighborhood groups to prune trees) identified and implemented.

Goal 2: The Arts – A Thriving, Positive Economic and Cultural ResourceObjectives: Identify ways to promote Hot Springs as an arts event and resource center. Maintain strong grass-roots community involvement. Continue production and improvement of community events. Increase cooperation of local residents, businesses and organizations to present community art events.

Implementation: The Town maintains procedures for event permits. The Town maintains and installs holiday decorations in the downtown. The Town works with the Hot Springs Artists Society, the Chamber of Commerce, the School District, and local businesses to publicize and promote community events. Residents organize to produce Chinese New Year, Chautaqua, Homesteader Days, Summer Kids’ camps, and other events.

Indications of success: Increased local awareness/ participation in community events and parades. Increased guest traffic associated with special events. Amount of media coverage and paid advertising about the town and events. Increased visibility of Hot Springs at regional/state events (county fairs, etc.) Increased arts-based revenues for individual businesses and artists.


Goal 3: Geothermal Stewardship of Our Water ResourcesObjectives: Explore geo-thermal ventures while ensuring resource viability for future generations by supporting or creating programs which protect and provide stewardship of the mineral waters for Hot Springs residents. Collect data on mineral content of Hot Springs waters. Develop a public relations campaign, tourist information and energy awareness all based on the geothermal resources of Hot Springs. Identify consumer groups or other organizations whose interest in this resource could be increased and strengthened. Identify and map geothermal sources in area. Prioritize ways to advertise and market this information (maps, local signage, state brochures, internet sites).

Implementation: The CSK Tribe and members are essential partners regarding geothermal resources they manage. Real estate agents can help identify and promote sales of properties with geothermal wells. Local businesses and Chamber of Commerce members can work together on marketing. There may be town residents connected with local agencies, non-profit organizations, businesses, and other non-government organizations (NGO’s) who can take a lead role to promote beneficial aspects of this resource unique to Hot Springs at local and state events. These are people who may participate in groups or networks where our information can be shared widely.

Indications of success: Local business owners and residents are knowledgable about geothermal resources. Resources are well maintained and regularly used. Messages about Hot Springs geothermal resources are consistent and accurate. Revenues specific to geothermal resource based businesses or events in Hot Springs are reported or tracked. Definitive policy for the stewardship of hot water resources approved by council through resolution. Improved formal and informal coordination among stewards of geothermal resources including the CSKT.

Goal 4: A Healthy and Vibrant Toursim EconomyObjectives: Increase tourism by promoting locally produced goods and services. Create and promote Hot Spring’s “brand” as a town. Identify existing events that highlight soaking and can help increase pass-through tourism traffic. Identify recreational resources that are not geothermal related which also support tourism. Increase visibility of Hot Springs in state and regional tourism materials. Continue and improve downtown beautification and holiday decorations. Create recreational and business locator map. Identify regional target audiences and understand their interests (Missoula, Thompson Falls, Sandpoint, Spokane).

Implementation: Local business owners, artists, and Chamber of Commerce take action individually and collectively. Coalition of businesses formed to promote current tourist opportunities in Hot Springs for out-of-town visitors.

Indications of success: Increased visibility of Hot Springs in regional and state-wide media. Businesses regularly promote their location in their advertising. Local downtown looks attractive and well-kept. Increased tourism revenue among merchants. Signage at the “Y” and along Highway is maintained and improved. Local and regional participation in town events increases.


Notes for Future Revision of Economic Development Section


Section II – HousingVision for Growth: Homes in Hot Springs are safe and in good condition. They are well-maintained, energy efficient, and comfortable. Hot Springs has a variety of new housing that use efficient construction methods, are suitable for a range of income levls, and meet the affordable housing needs of the community, including our elders who may want to “age in place.”

Statistics, Trends, AccomplishmentsIn 2008-2009, census and other data showed:

Limited number of new housing units-15 from 1990-2006 Large number of single person households The vacancy rate in Hot Springs has been higher than state averages 82% of homes constructed before 1960 MBH ‚"Housing Condition Study" showed most homes rated in average

condition, but also a significant amount of homes rated as having some poor/low cost workmanship

The median home value was lower in Hot Springs than state averages in 2000 Despite lower rates for rent and mortgages, housing costs are still causing a

cost burden to residents (38% of homeowners and 48% of renters) Home ownership rates are lower in Hot Springs than the rest of the state

During 2009-2014, the following trends and accompishments can be reported: During the summertime, the Town has Neighborhood Clean up Days to collect

trash and yard waste (no appliances) There has been some upgrading of existing homes in Hot Springs. A few new homes have been constructed on undeveloped lots. Data on home sales is being collected.

Goal 5: Existing Homes in Hot Springs are Safe and in Good Condition. Objective(s): Residents are involved in caring for the neighborhood, and knowledgeable about home maintenance methods and services.

Implementation: (1) Volunteer-based individual efforts and community collaborations make improvements, and get information to residents about programs for home improvement; community clean-up, landscaping that helps with weed control, recycling building materials, weatherization, etc. (2) Town examines ordinance enforcement procedures for nuisance and other property maintenance violations. (3) The town will work with the Hot Springs Solid Waste District, the Confederated Salish & Kootenai Tribes, and others for clean-up days.

Indications of success: Residents know where to get information and help in maintaining or repairing or weatherizing their homes. Our community is attractive to visitors and guests. Long-term, less energy use per household. Residents participate in neighborhood clean-up days. Areas of blight are reduced.


Goal 6: Hot Springs has a Variety of New Housing Stock.Objective(s): New construction is affordable for purchase and rent, is built with resource efficient methods, and makes good use of existing vacant lots and land resources. New contruction includes single-family unites, apartments and condominiums for families.

Implementation: (1) Volunteer-based individual efforts and community collaborations encourage construction with energy efficiency, affordability, and diversity in mind. (2) Town examines ordinances that support this goal-based construction.

Indications of success: More upscale as well as affordable housing is available to residents. There is increased homeownership or long-term rentals at stable rates.

Notes for Future Revision of Housing Section


Section III – Land UseVision for Growth: New development has necessary services and meets the needs of residents without lowering or putting a cost-burden on existing residents. Development in Hot Springs reflects the community character and minimizes negative impacts on neighboring uses. Any remaining issues from leaking underground tanks in town are resolved.


Hot Springs has the smallest population and land area of the three incorporated towns in Sanders County

Hot Springs is located on the Flathead Indian Reservation and the Confederated Salish and Kootenai Tribes as well as individual tribal members, own trust lands within and adjacent to the town.

The predominant land use in Hot Springs is single-family residential with some multi-family and commercial lands. There is minimal industrial land in town

The central business district stretches along Main Street for a four block area. Land uses are a mix of retail, government and office buildings. Several new businesses have opened on Main Street in the last eighteen months, though there are still a couple vacancies. The central business district is a pedestrian/vehicle district with one-story buildings

There are numerous property maintenance issues scattered throughout town, including: dilapidated structures, weeds, inoperable vehicles, and debris in yards

The zoning ordinance does not contain provisions for off-street parking, signs, cottage industry and home based business.

Land use in the urban-rural transition area is generally agricultural with some rural residential near the town. There are some commercial uses along Broadway.

The Confederated Salish and Kootenai Tribes'‚ "Comprehensive Resource Plan" has policies regarding preservation of tribal history and culture as well as all land-based resources on the Reservation.

City parks and recreation facilities are managed by governmental and non-profit entities

There are four active sites where past leaking underground tanks issues are still being resolved

During 2009-2014, the following trends and accompishments can be reported: Spring Street Autocare completed cleanup of an undergound tank. The central business district expanded to include Wall Street (Symes Hotel). Camas Market and Bakery constructed an addition. Outside of the Town of Hot Springs, property was purchased by a Buddhist

community which is reported to be used as a training center.


Goal 7: New Development is Appropriate, Sufficient, and Cost-Effective.Objective(s): Hot Springs will generally encourage the re-development of properties within the town limits as well as development and annexation of properties adjacent and/or just outside of the municipal boundaries. The town intends to aggressively address capacity issues related to sewer and water facilities through the use of town resources, grants, loans, bonds and impact fees in order to make sure the town has the ability to serve future development.

Developers will be required to pay a proportional share of the costs of extending infrastructure, in addition to impact fees, needed to serve the future residents and businesses within their development projects. The town will also work with existing businesses to help provide the infrastructure necessary for business retention and expansion on an as-needed basis.

Implementation: Planning Board makes recommendations on impact fees, gathers data on how development impacts local costs to residents.

Indications of success: New development continues.

Goal 8: Development Reflects Positive Community Characteristics.Objective(s): Preserve rural character in new development; encourage historic preservation of buildings. During the original Growth Policy public meetings, the community discussed “Guiding Principles,” which are in the Appendix. Otherwise these characteristics have not been defined in any way.

Implementation: Planning Board refers to “Guiding Principles” and this Policy in working with developers. Residents and community groups plan activities to support the same.

Indications of success: Residents, community groups, and developers are aware of and participate in community development, rehab, and maintenance activities.

Goal 9: There are No Unaddressed Leaking Underground Tanks.Objective(s): There are No Unaddressed Leaking Underground Tanks

Implementation: Property owners affected by this goal take action.

Indications of success: Goal was accomplished in 2014.

Future Land Use Map

The future land use map depicts a general pattern of growth and development. The intent is to establish a guide to the overall development of an area. The future land use map indicates the general type of development that is projected to occur. These projections reflect existing land use trends, development constraints, infrastructure capacity, traffic patterns, and community input.

2014: No changes to Future Land Use Map recommended.


Notes for Future Revision of Land Use Section


Section IV – Natural ResourcesVision for Growth: Surface and ground water, geothermal resources, air quality, scenic views and the natural environment of the Hot Springs area are respected and protected. The risks associated with wildfires are reduced by coordinating with appropriate agencies, businesses and residents.


Hot Springs has the smallest population and land area of the three incorporated towns in Sanders County

Hot Springs is located on the Flathead Indian Reservation and the Confederated Salish and Kootenai Tribes as well as individual tribal members, own trust lands within and adjacent to the town.

The Little Bitterroot Valley, where Hot Springs is located, is one of the most arid valleys in western Montana. Wildfire issues in the wild land-urban interface pose a significant planning concern.

Geothermal resources are a unique natural resource of the Hot Springs area, offering cultural, restorative, historic and tourism opportunities.

Upstream agricultural water diversion on Hot Springs Creek greatly affect water quantity in town and downstream from town.

Both water quality and water quantity issues are overseen by Federal Agencies and the Confederated Salish and Kootenai Tribal Government.

There is a moratorium on the issuance of any new commercial well permits on the Flathead Indian Reservation. Several Montana Supreme Court rulings prohibited the State of Montana from issuing any new well permits until the reserved water rights of the Confederated Salish and Kootenai Tribes have been determined. Well drilling in town is currently prohibited by ordinance.

Water rights on the Flathead Indian Reservation have not yet been adjudicated. Negotiations between the Tribes and the Montana Reserved Water Rights Commission are underway with a sunset in 2009 for resolution. The Tribes have asserted ownership and a primary water rights claim for all geothermal resources on the Reservation.

Forested slopes surrounding the town greatly contribute to the scenic quality of Hot Springs.

During 2009-2014, the following trends and accompishments can be reported: There has still been no water rights adjudication. There were no forest fires. Light pollution may be an issue for the area and also involves a potential

energy savings for the Town. The Town is pursuing improvement of the water system to improve flows for

fire-fighting.


Goal 10: Hot Springs’ Natural Environment Is Respected and Protected.Objective(s): Maintain adequate water flows in Hot Springs Creek; maintain adequate surface and ground water quality. Maintain air quality. Develop and promote geothermal energy resources.

Implementation: Town ensures areas with high ground water and other areas with environmental problems are not developed inappropriately. Town collects data on water quality; monitors impacts on air quality such as wood stove use. Business community continues to promote respectful use of water resources. Town continues to work with CSK Tribe and the Flathead Irrigation District on issues related to water use, preservation, and quality. Private landowners with geothermal resource permits research and test geothermal energy programs.

Indications of success: Objectives are achieved.

Goal 11: Wildfire Risks Are Minimized.Objective(s): Needs of local firefighting service providers are assessed to keep pace with growth. Community is informed about wildfire protection plans. The town develops an interagency Wildfire Management Plan.

Implementation: The town and community members work with the US Forest Service, CSK Tribe, Montana Department of Natural Resources and Conservation to increase wildfire preparedness.

Indications of success: First responder teams are trained. The Town develops standards for new developments and subdivisions for wildfire protection and emergency access. There are appropriate water flows for fire fighting. There is a buffer where wild land and town areas meet for purposes of wildfire protection.

Proposed New Goal for 2014-2019: Park and Trail Improvements.Objective(s): A system of parks and trails enhances the appearance of the Town of Hot Springs, increases opportunities for recreation and tourism, provides safe commuting, and contributes to the quality of life of residents. The Town of Hot Springs will expand its park and trail system.

Implementation: The town and community members will expand pedestrian and bicycle trails along Highway 77 using town resources, grants, Community Transportation Enhancement Program funds, subdivision fees, impact fees and local community support. Parks will be maintained through town resources.

Indications of success: New trail systems are used and maintained for recreation and commuting. Parks are maintained and used by residents and tourists.

Notes for Future Revision of Natural Resources Section


Section V – Public FacilitiesVision for Growth: The town of Hot Springs has a safe, efficient, environmentally sound and well-maintained transportation network. Promote adequate infrastructure and services in support of existing and future development in a manner that is fiscally efficient, far-sighted and environmentally sound.


The Town of Hot Springs maintains approximately 12 miles of streets and alleys within the Town limits. Improvements are required for the storm drain system.

The northeast portions of the Town are flat, with no formal drainage system collecting water from Town streets. This has caused erosion and ongoing maintenance issues.

The northwest portion of the Town has four streets with very steep grades that affect winter snow removal and erosion during rainy seasons and snow melt seasons.

Old pavement streets do not have any sub-grade, and the streets are not crowned.

Streets paved in 2004 were not sealed, and drainage cracks are now appearing.

Alleys have limited sub-bases and inadequate drainage. Three wells serve as the water source for the Town of Hot Springs. The

storage facility has adequate capacity for current usage and future growth, but the need for additional storage has been identified. At present, Hot Springs is not required to treat its water.

Wastewater is treated in one, three-celled lagoon, and the Town has a permit to discharge effluent into Hot Springs Creek. There is adequate treatment capacity for current usage, although more stringent EPA and/or tribal permit standards will affect the design of the system. The Town is currently pursuing a loading study to determine actual capacity of the system.

Additional wastewater improvements needed in the future include a shelter for chlorination or an alternate disinfection system and additional pipe and manhole replacement.

During 2009-2014, the following trends and accomplishments can be reported: There are now 14.4 miles of maintained streets and alleys Many drainage cracks were sealed in the streets The city has been pro-active about chip sealing, has more equipment The city has dealth with the source of some erosion problems The city received a grant to support installation of a new water tank The city received a grant for sewer modification The city sewer system has a new de-chlorinator The city purchased a street sweeper The city obtained a new source of pea gravel and clean sand


Goal 12: Hot Springs’ Transportation System Reflects Community Values.Objective(s): The transportation system is safe, efficient, and environmentally sound.

Implementation: Sanders County Transportation buses provide regular access to surrounding cities and towns. Town of Hot Springs maintains streets and adjacent sidewalks, parking areas and storm drains and improves as needed.

Indications of success: Data and community comment reflect satisfaction. There are new bike and pedestrian trails. Less road dust in summer. Less traffic-related injuries and damage.

Goal 13: Hot Springs’ Infrastructure is Both Adequate and Sustainable.Objective(s): Hot Springs will generally encourage the re-development of properties within the town limits as well as development and annexation of properties adjacent and/or just outside of the municipal boundaries. The town intends to aggressively address capacity issues related to sewer and water facilities through the use of town resources, grants, loans, bonds and impact fees in order to make sure the town has the ability to serve future development.

Developers will be required to pay a proportional share of the costs of extending infrastructure, in addition to impact fees, needed to serve the future residents and businesses within their development projects. The town will also work with existing businesses to help provide the infrastructure necessary for business retention and expansion on an as-needed basis.

Implementation: This is hoped to be a collaboration between individuals and the community.

Indications of success: Town reviews and amends ordinances so as to positively encourage adequate sustainable infrastructure development.

Capital Improvement Plan

The town adopted a capital improvements plan in November, 2004. A Capital Improvements Plan (CIP) is a budgeting and financial tool used by a local governing body to establish public works rehabilitation and maintenance priorities and to establish funding for repairs and improvements. Move to another section

Sand and Gravel

The Town has adequate resources of sand and gravel for road maintenance.

Notes for Future Revision of Public Facilities Section


Section VI – Local ServicesVision for Growth: The town government is responsive to the needs and input of residents: Decision-making is open and transparent. The town protects private property rights and other rights of individuals. Hot Springs provides good quality emergency and law enforcement services. Hot Springs has good quality community services for residents and visitors of all ages.


The mill levy and per capita spending for Hot Springs was slightly higher compared to towns of comparable size. The value of one mill is considerably less for Hot Springs compared to other communities.

Hot Springs is in Sanders County. Thompson Falls is the County Seat. Hot Springs is on the Flathead Indian Reservation home of the Confederated

Salish and Kootenai Tribes. A number of Tribal facilities are located in Hot Springs.

Fire Protection is provided by the Hot Springs Volunteer Fire Department. Hot Springs is classified as an "At Risk" community for wild-land fire. Law enforcement in the Town and surrounding area is provided by the Hot

Springs Police Department, the CSKT Tribal Law and Order Department and the County Sheriff.

Crime rate is slightly higher than in other towns in the County. Per capita collection is slightly higher than for libraries of comparable size

even though per capita expenditure is lower compared to other similar sized libraries.

School enrollments have been stable over the last five years. The Clark Fork Valley Hospital in Plains serves the Hot Springs area. The

hospital is located 22 miles from Hot Springs but has a medical clinic in Hot Springs.

Health and social services are provided by the Sanders County Health and Human Services Department, the Tribes‚ Health and Human Resources Departments, the Sanders County Council on Aging, the Hot Springs Senior Center and the Indian Senior Citizens Center.

The Town of Hot Springs has a website, but it is not maintained or updated on a regular basis.

During 2009-2014, the following trends and accompishments can be reported: The Town of Hot Springs in 2014 voted for Local Government Review The Town reports that there are not adequate numbers of citizens who are

qualified and trained to provide emergency medical (ambulance) services. There is a new principal at the elementary school. There is a new medical clinic on Main Street.


Goal 14: Town Government is Responsive; Decision-making is Open and Transparent.Objective(s): The town encourages and promotes community education on good governance. The town regularly reviews ordinances. The town conducts community surveys. The town works positively with other local government entities (like the Hot Springs School District and the Confederated Salish & Kootenai Tribes).

Implementation: Community members with skills in communication and technology participate volunteer as necessary to promote education on governance, conduct surveys. Town posts notices per open meeting law.

Indications of success: Community members participate in local government.

Goal 15: The Town Protects Private Property and Individual Rights.Objective(s): Local government ordinances and their enforcement conform to constitutional requirements of the police powers and are limited to bona fide health, safety, and welfare concerns.

Implementation: The Town reviews zoning ordinances.

Indications of success: Citizens participate in local government. Ordinances are enforced.

Goal 16: Hot Springs Provides Good Quality Emergency and Law Enforcement Services.Objective(s): The Town provides effective, efficient, and responsive fire, police, and emergency services.

Implementation: Interagency cooperation and coordination is required. The town evaluates services regularly and makes improvements as needed.

Indications of success: Adequate services are provided.

Goal 17: Hot Springs Offers Good Quality Community Services.Objective(s): The Town provides adequate school, library, transit, medical, and youth services. Youth services and adult education services are expanded.

Implementation: Town and community members regularly review, evaluate, and improve services.

Indications of success: Community members are satisfied with and are good users and supporters of local services. High enrollment and graduation rates.

Notes for Future Revision of Local Services Section


Section VII – PopulationVision for Growth: The town government is responsive to the needs and input of residents: Decision-making is open and transparent. The town protects private property rights and other rights of individuals. Hot Springs provides good quality emergency and law enforcement services. Hot Springs has good quality community services for residents and visitors of all ages.


Peak population of Hot Springs was 711 people in the 1950's Estimated population by 2030 is 761 people Current population as of 2006 estimated at 565 people The estimated capacity of the water/sewer system is about 900 people Hot Springs has a significantly higher median age compared to other counties

or state A higher portion of the population has disabilities There are more non-family households than family households in Hot Springs

During 2009-2014, the following trends and accompishments can be reported: The 2010 census showed a slight increase in local population.

Goal 18: Hot Springs is Accessible and Meets the Needs of All its Citizens.Objective(s): The town is safe, comfortable, and engaging. The Town pays attention to the special needs of the elderly, low-income, and disabled citizens.

Implementation: Encourage programs focused on the needs of special populations.

Indications of success: Seniors stay active in the community, in their homes. All residents are positively engaged with the community.

Notes for Future Revision of Population Section


Section VIII - Implementation Strategies In 2009, the Growth Policy Committee identified a number of ways that the goals and objectives would be implemented in general (was then called Section IX):

Review, Amend, Add and/or Remove Regulations, Ordinances and Incentives Economic Development Task Force Park and Trail Improvements and Development Growth and Development Neighborhood Revitalization Community Collaboration/Private Enterprise Future Land Use Map Capital Improvement Plan Efficient Use of Staff Resources Education Programs & Public Outreach

In 2014, the Growth Policy Committee incorporated specific implementation strategies into each section. The Growth Policy Committee also proposed a new strategy, regular public comment on Growth Policy sections at Town Council and Planning Board meetings. In general, implementation strategies for this plan still include all the other previously identified strategies, specifically:

Ordinance Review Community Collaboration/Private Enterprise Future Land Use Map (updated) Capital Improvement Plan (updated) Efficient Use of Staff Resources Education Programs & Public Outreach Regular Growth Policy Public Comment at Town Council/Planning

Meetings


Section IX - Required StatementsA. How the Town will coordinate with Sanders County and CSKTThe Montana Code specifies that a Growth Policy must include a statement on “how the governing body will coordinate and cooperate with the county in which the city or town is located on matters related to the growth policy.” Montana Code Annotated § 76-1-601(3)(g).

The following policies will direct coordination between the Town of Hot Springs and County.

• The Town will provide the County with copies of the Growth Policy and, upon request, will meet with officials from the County to discuss the plan;

• The Town will notify the County of pending development proposals within the planning area;

• The Town and County will share meeting agendas and minutes for the planning boards, Town Council and County Commission;

• The County and Town will share databases and other information involved in planning processes;

• The Town will coordinate reviews with county departments such as roads, weed management and planning.

Regarding CSKT and/or any other governmental body such as the State of Montana and any of its departments or agencies, or any federal or regional agency, the Town of Hot Springs will endeavor to coordinate activities, or where a joint response is required, to coordinate a response. The Town of Hot Springs will also endeavor, where appropriate, to partner on capital construction projects, share staff, conduct joint planning processes or enter intergovernmental agreements on a variety of issues.


B. Subdivision Review CriteriaSubdivision is the division of land that creates one or more parcels for the purpose of selling, renting, leasing or conveying the land. In Montana, subdivisions that create parcels containing less than 160 acres (excluding right-of-ways) are subject to the Montana Subdivision and Platting Act (MSPA - MCA 76-3) In addition to the State Code, subdivisions are subject to local regulations. Under the MSPA, land division may fall into one of three categories that do not require local government subdivision review.

1) Divisions Exempt from local Approval but requiring a Survey - Land divisions that are exempt from local government review and approval as subdivisions, but which must be surveyed and a certificate a survey filed (without local subdivision approval) before title can be transferred.

• Any parcel 160 acres or larger in size that cannot be described as consisting of 1/32 or larger aliquot parts of a section.

• Parcels less than 160 acres but are exempt under provisions for a family transfer, agricultural purpose, or relocation of a common boundary line.

2) Divisions Exempt from Subdivision Review and Surveying• Parcels 160 acres or larger and parcels exempt under family transfer, or agricultural purpose

that can be described as consisting of 1/32 or larger aliquot parts of a section. • Divisions of land created by a court order, eminent domain, agricultural leases, oil, gas, or

water interest, and other miscellaneous exemptions.3) Amended Plats. Within a platted subdivision the relocation of common boundaries and the aggregation of five or fewer aggregated lots may be accomplished without approval of the governing body but must be surveyed. Among the requirements in Section 76-1-601 of the Montana Code regarding requirements for growth policies are as follows.

(h) a statement explaining how the governing bodies will:(i) define the criteria in 76-3-608(3)(a); and(ii) evaluate and make decisions regarding proposed subdivisions with respect to the criteria in 76-3-608(3)(a); and(i) a statement explaining how public hearings regarding proposed subdivisions will be conducted.

A proposed subdivision is to be evaluated (according to criteria in MCA 76-3-608(3)(a)) in a staff report to the Planning Board for its “impact on agriculture, agricultural water user facilities, local services, the natural environment, wildlife, wildlife habitat, and public health and safety.” Recommended definitions are as follows:Impact on agriculture: An impact on agriculture would be defined as an impact on an existing, on-going agricultural operation on an adjacent or neighboring property that may suffer some hindrance or other interference in the agricultural operation as a result of approval of a proposed subdivision. Impact on agricultural water user facilities: This impact would be defined as the interference of conveyance of irrigation water and/or of ground water supplies relied upon by an existing, on-going agricultural operation on adjacent or neighboring property as a result of approval of a proposed subdivision. Impact on local services: This is defined as an impact on the capacity and/or level of service of any local services such as utilities, streets, schools, parks, and bike and pedestrian facilities. Impact on the natural environment: This shall be defined as impacts to air and water quality, including erosion, sedimentation, loss of native vegetation, and soil contamination. Impacts on wildlife and wildlife habitat: These impacts are defined as loss of documented critical habitat or disruption of daily or seasonal migration routes. Impacts on public health and safety: This set of impacts can involve traffic generated by a proposed development, smoke, dust, noise, odors, and/or impacts on fire and police protection. There are additional standards and criteria for subdivision review not detailed here.


C. Public Hearings Regarding Proposed Subdivisions Statement The Hot Springs Planning Board and City Council shall use following procedure during public hearings regarding subdivision proposals.

1. Notice of the public hearing shall be advertised according to state law.2. The presiding officer shall announce the purpose and subject of the hearing.3. The presiding officer shall determine whether public notice of the hearing was provided. If

proper notice was not provided, the hearing shall be re-scheduled.4. The presiding officer shall ask if any member wishes to declare a conflict of interest in the

matter to be heard, and excuse anyone who declares such a conflict from participating in the hearing. Any excused party may voice comment on the matter as a member of the public but not a voting member of the board.

5. In the event that a majority of Planning Board members are not present, a public meeting may proceed out of respect to the developer and those in attendance, although the official public hearing will be held by the governing body.

6. The presiding officer shall ask the subdivision administrator (typically a staff person or a contracted planner) to present a report on the proposal being considered.

7. The presiding officer shall direct questions from board members to the administrator. Such questions shall be for the purpose of clarifying the facts surrounding the proposal.

8. The presiding officer shall remind those present that all statements must address the merits of the proposed project as measured by its compliance or lack of compliance with the Hot Springs Growth Policy, Subdivision Regulations, Zoning Regulations or other rules, regulations or ordinances.

9. The presiding officer shall request a statement from the developer or a representative. Board members may ask questions of the developer or the representative.

10. The presiding officer shall ask for statements from members of the public. All public comments shall be directed to the board and individuals must identify themselves by name. The board may ask questions of members of the public.

11. In order to allow all parties the opportunity to speak and to ensure completion of the agenda, time limits may be set on individual comments.

12. When all statements have been given, the presiding officer shall ask anyone who has given a statement, including the developer or a representative, if they wish to rebut or clarify statements that have been given. Board members may ask questions following each statement.

13. The presiding officer shall close the public hearing and call for a discussion between board members. Board members will have the opportunity to discuss the proposal and any mitigation measures with the administrator, the developer or a representative.

14. The board shall make a recommendation for approval, approval subject to conditions or denial. Any conditions of approval or a denial recommendation must be supported by findings of fact and materials reasons stating the basis for the conditions or the negative recommendation.

15. Written statements, plans, photographs and other material offered in support of statements shall be retained by the town in accordance with its record keeping policy.


D. How the Growth policy will be Reviewed and RevisedPlanning is a continuous process. All types of plans must be reviewed and revised on a regular basis to reflect current conditions. Changes in development practices, legislation, grant programs, budgets and numerous other factors may alter priorities or make certain policies outdated. It is important that regular reviews of the Growth Policy Plan be part of the planning program.

Annual Review

The Planning Board will conduct an annual review. The review will indicate the completion of ongoing work of the items in the action plan and will identify any issues that may require revisions to the Growth Policy Plan. The public will be invited to participate in the report.

To help with annual review, in 2014 the Growth Policy Committee proposes that the Town Council and/or Planning Board discuss one section of the Growth Policy at each meeting.Five Year Review

The Montana Code requires that the Growth Policy Plan be reviewed every five years. Upon the fifth anniversary of adopting the plan, the Planning Board and staff will undertake a major review process to evaluate plan. The plan will be modified according to public procedures specified in the Montana code. Evaluation criteria include:

Are the community's goals current and valid? Have circumstances, information assumptions, needs or legal framework changed? Does additional public input suggest the need for changes? Are the community planning process and planning products providing effective direction to

local officials and staff? Is there new data that should be incorporated into the plan? Does the action plan reflect the completion of work items? Should new action items be identified and the timeline modified? What issues have emerged that the Plan should address?

E. Public Infrastructure StrategyPlease refer to the Capital Improvement Plan for the public infrastructure stategy.


Growth Policy Data – 2014 UpdateUpdated data was available in 2014 for some but not all of the sections in the Growth Policy. For the comprehensive analysis of each section that was conducted in 2009, see the Appendices for that document.

It is hoped that frequent public comment of the Growth Policy can be a tool to gather updated information and statistics on each section.

Section I - Economic Development1. Median Household and Family Income Factors contributing to household and family income include the number of residents, the number of wage-earners, and the age, employment status, occupation, and education of residents. The “median” income is halfway between all upper and lower figures. Data comparing Hot Springs to Sanders County and the State of Montana give perspective on these figures. 2010 census data considers a population of 544 people, 297 households, and 108 families. Unofficial data estimates there are 553 people as of 2012. The large increases in Hot Springs household and family income show a more substantial increase than those shown in Sanders County and Montana overall – this may indeed show improved income within the town, or reflect better data collection in the 2010 census. Also, in a small town, revenue increases in a few households can greatly affect the average.

Table 1: Median Household and Family IncomeSource: U.S. Census Bureau, 2000 and 2010 Census of the Population

2000 Census 2010 Census % Change

Hot Springs, MT – Median Household Income $12,663 $23,788 88%

Sanders County – Median Household Income $26,852 $30,900 15%

Montana – Median Household Income $33,024 $45,456 38%

Hot Springs, MT – Median Family Income $21,786 $33,750 55%

Sanders County – Median Family Income $31,340 $34,966 12%

Montana – Median Family Income $40,487 $58,951 46%

Table 2: Household Income: % of Households with Income at Specified Amounts, Hot Springs, MTSource: U.S. Census Bureau, 2000 and 2010 Census of the Population

Less than $10,000

$10,000 -$14,999

$15,000-$24,999

$25,000-$34,999

$35,000-$49,999

$50,000-$74,999

$75,000-99,999

$100,000 or more

2000

# 92 66 54 19 21 11 0 10

% 33.7% 24.2% 19.8% 7.0% 7.7% 4.0% 0% 1.5%

2010

# 70 39 104 89 36 47 9 0

% 17.8% 9.9% 26.4% 22.6% 9.1% 11.9% 2.3% n/a


2. Income (Per Capita) “Per Capita” income means the average income of one person.

Table 3: Per Capita Income StatisticsSource: U.S. Census Bureau, 2000 and 2010 Census of the Population

2000 Census 2010 Census

Hot Springs, MT – Per Capita Income $12,690 $16,082

Sanders County – Per Capita Income $14,593 $18,199

Montana – Per Capita Income $21,765 $25,002

3. Income by SourceAn updated income distribution chart for Hot Springs based on 2010 U.S. Census data was not available. It is believed that the distribution of income is not significantly changed.

Figure 1: Income Distribution – Hot Springs, MT

Source: U.S. Census Bureau, 2000 Census of the Population, SF3 Tables P68-75


4. Poverty Each year the U.S. Census Bureau establishes thresholds to measure the number of people living below a certain income level in order to formulate economic policy and distribute social service aid. The poverty threshold for 1998 was $11,235 for a household with two adults and one child. In 2013, the poverty threshold is $22,470 for a household of three persons.

According to the 2000 Census data, 38.2% of the population in Hot Springs was below poverty levels. This compared to 17.2% for Sanders County and 14.6% for the State of Montana. In 2010, the Hot Springs poverty level decreased slightly to 32.9%, compared to 23.3% for Sanders County and 14.8% for the State of Montana.

Table 4: Estimated Number and Percent People of All Ages in Poverty, Hot Springs, MTSource: U.S. Census Bureau, 2000 and 2010 Census of the Population

5. Labor ForceReasons for not being in the labor force may include retirement, disability, illness or inability to find work. Sanders County has one of the highest unemmployment rates of all counties in Montana. Overall, unemployment levels have dropped in the state.

Table 5: 2000 Annual Area Labor Force Statistics – Hot SpringsSource: U.S. Census of the Population, Montana Department of Labor and Industry

2010 Census and MT DOL

2000 Census

Hot Springs Sanders County

State of Montana

Civilian Labor Force 167 291 4,847 513,795

Employed 156 262 4,307 478,254

Unemployed 11 29 540 35,541

Percent Unemployed 6.6% 10% 11.1% 6.9%

Not in Labor Force 268 308 48.8% 34.9%


2000 Census 2010 Census# Below Poverty

% Below Poverty

# Below Poverty

% Below Poverty

Families 40 33.3 n/a 20.5 With related children under 18 years 29 53.7 n/a 57.4 With related children under 5 years 13 81.3 n/a n/aFamilies with female householder, no husband present 12 66.7 n/a 50% With related children under 18 years 10 71.4 n/a 88.2% With related children under 5 years 2 100 n/a n/aIndividuals 198 38.2 210 32.965 years or older 25 20.2 24 16.9

6. Occupation The 2010 Census appears to have combined the “Farming” and “Construction” categories in this table.

Table 6: Occupation by Type – Hot SpringsSource: U.S. Census Bureau, 2000 and 2010 Census of the Population

2000 Census 2010 Census# % # %

Management, professional or related occupations 27 17.3% 79 30.2%Service Occupations 42 26.9% 82 31.3%Sales & Office 32 20.5% 37 14.1%Farming, fishing & Forestry 2 1.3% n/a n/aNatural Resources, Construction, Maintenance 16 10.3% 21 8.0%Production, Transportation and Material Moving 37 23.7% 43 16.4%

7. Class of WorkerTable 7: Class of Worker – Hot SpringsSource: U.S. Census Bureau, 2000 and 2010 Census of the Population


Private wage & salary 160 67.9% 203 77.5%Government 39 25.0% 28 10.7%Self-employed 11 7.1% 31 11.8%Unpaid Family Workers 0 0% 0 n/a

8. Industry of Workers Table 8: Industry of Worker – Hot SpringsSource: U.S. Census Bureau, 2000 and 2010 Census of the Population


Agriculture, forestry, fishing and hunting and mining 2 1.3 15 5.7Construction 20 12.8 20 7.6Manufacturing 19 12.2 0 0Wholesale Trade 3 1.9 0 0Retail trade 17 10.9 28 10.7Transportation and warehousing, and utilities 6 3.8 13 5.0Information 0 0 29 11.1Finance, insurance, real estate, and rental and leasing 0 0 1 0.4Professional, scientific, management administrative 0 0 6 2.3Educational, health, and social services 48 30.8 70 26.7Arts, entertainment, recreation, accommodation, and food service

18 11.5 51 19.5

Other service 13 8.3 26 9.9Public Administration 10 6.4 3 1.1


9. Business Licenses Table 9: Business Licenses in Hot SpringsSource: City of Hot Springs – 2014 figure through August 1, 2014

1999 2000 2001 2002 2003 2004 2005 2006

# 59 69 67 N/A 60 55 55 55

2007 2008 2009 2010 2011 2012 2013 2014

# 53 55 52 47 40 42 38 34*

10. Top EmployersTable 10: Top Employers in Hot Springs – Number of EmployeesSource: Telephone Interviews (Numbers include both full and part time employees.)

2009 2014Hot Springs School District 45 59Hot Springs Health and Rehabilitation Center 38 40Symes Hotel 25 25Council On Aging 25 25Town of Hot Springs 10 13Hot Springs Telephone 8 11Buck’s Grocery 10 10Sanders County Mental Health Center N/A 9Camas Organic Market and Bakery N/A 8

11. Lodging Tax RevenueLodging tax revenue in Sanders County has increased steadily from 2000 to 2005. This includes collection of the tax from several lodging establishments in Hot Springs. Revenue in the table represents 4% of the lodging price.

Table 11: Lodging Tax Revenue in Sanders CountySource: Montana Department of Commerce, Montana Promotion Division Source: Montana Department of Commerce, Montana Promotion Division (http://www.travelmontana.state.mt.us/newsandupdates/bed_tax_revenue/ltrhome.asp)

Year Revenue Collection Year Revenue Collection2000 $44,786 2008 $89,3992001 $51,918 2009 $76,1672002 $57,466 2010 $76,5482003 $65,995 2011 $77,2312004 $81,903 2012 $78,7132005 $88,353 2013 n/a2006 $89,220 2014 n/a2007 $92,780 2015 n/a


12. TourismThe Institute for Tourism and Recreation Research at the University of Montana compiles data on visitation and tourism trends on a countywide level. Data from 2012 indicates that almost $10M was spent in tourism (“non-resident expenditures”) in Sanders County. Of this, the greatest portion was spent on outfitters, ($2.88M) followed by gas ($2.86M). $410K was spent in hotels, $1.6M at restaurants. In all, Sanders County tourism dollars account for less than 1% of all tourism spending in the state. Tourism trends in Sanders County are somewhat indicative of trends in Hot Springs. The mineral springs are a unique feature and likely result in different visitor profiles.

Additional DataThe Executive Summary for the UM Institute for Tourism and Recreation Research report is attached, with information on where to obtain the full report. The Sanders County page is attached separately.

A “Cartus Neighborhood Navigator” report is attached with some housing and local services data.

Sections II – VII, See 2009 ReportUpdated data was not readily available in 2014 for these sections. However, a comprehensive analysis of each section was conducted in 2009, and in 2014 the committee agreed that most if not all of the data from that analysis was still valid. Please see the Appendices of the 2009 Growth Policy for that information.

It is hoped that more frequent public comment on the Growth Policy and perhaps, grant monies for a planner, will help gather updated information and statistics on each section for the 2019 Review.


AppendicesA. Montana Law Involving Growth PoliciesMontana’s law on growth policies is enacted by the legislature. The laws on on growth policies are found at Title 76, Chapter 1, Section 601. When there is a question about what the law means or a dispute over a growth policy, the Montana Supreme Court reviews the issue and publishes an opinion on how the statute should be interpreted and applied. This opinion becomes part of the law. Here are a few statements made by the Montana Supreme Court about growth policies. The numbers after the case’s name show where to find the full text of the opinion in the law library at the University of Montana in Missoula or at the Capitol in Helena.

What is a Growth Policy?In counties where a planning board has been created, the pre-eminent planning tool is the comprehensive jurisdiction-wide development plan, which is today known as a growth policy. A growth policy essentially surveys land use as it exists and makes recommendations for future planning. North 93 Neighbors, Inc. v. Board of County Comm’rs., 2006 MT 132, ¶ 21, citing Citizen Advocates v. City Council, 2006 MT 47, ¶ 20.

How Does a Growth Policy Tell a Town What to Do?A governing body must be guided by and give consideration to its growth policy. Section 76-1-605, MCA. Local government units must “substantially” comply with comprehensive master plans. Strict compliance would prove unworkable, but requiring no compliance at all would defeat the whole idea of planning. North 93 Neighbors, Inc. v. Board of County Comm’rs. 2006 MT 132, ¶ 22, citing Little v. Board of County Com’rs, Etc. (1981), 193 Mont. 334, 353. The standard is flexible enough sothat the growth policy does not have to undergo constant change, but is sufficiently definite so that those charged with adhering to it will know when there is an acceptable deviation, and when there is an unacceptable deviation from the growth policy. See Bridger Canyon Prop. Owners’ Assn. v. Plan. and Zoning Commn., 270 Mont. 160, 890 P.2d 1268 (1995), and Ash Grove Cement Co. v. Jefferson County, 283 Mont. 486, 943 P.2d 85 (1997).

How is a Growth Policy Adopted and Revised?Public participation statutes outline the necessary procedures for adopting and revising growth policies. A governing body can revise a growth policy by followingthe same procedures for adoption of a growth policy. The planning board must hold a public hearing on a proposed growth policy before the submission of a growth policy to the governing body. A planning board then considers the suggestions elicited at the public hearing and either recommends acceptance or rejection of the growth policy to the governing body. Then, the governing body adopts a resolution of intention to adopt, adopt with revisions, or reject the proposed growth policy North 93 Neighbors, Inc. v. Board of County Comm’rs. 2006 MT 132, ¶¶ 25-27, citing Sections 76-1-602, 603, and 604, MCA.

Is a Growth Policy a Regulatory Document?An adopted growth policy is not a regulatory document. Nevertheless, the governing body still must be guided by and give consideration to the general policy and pattern of development set out in the growth policy in the authorization, construction, alteration, or abandonmentof public ways, public places, public structures, or public utilities; in the authorization, acceptance, or construction of water mains, sewers, connections, facilities, or utilities; and in the adoption of zoning ordinances or resolutions. A governing body may not withhold, deny, or impose conditions on a land-use approval based solely on compliance with an adopted growth policy. Heffernan v. Missoula City Council, 2011 MT 91, ¶ 10, citing Section 76-1-605, MCA.


B. Background & History of Hot Springs Growth PlanningThe 2009 Growth Policy planning process began in December of 2006 with the Hot Springs Planning Board holding a kick-off meeting to review the Growth Policy process and to plan a community meeting to obtain public input on the plan. A community meeting was conducted in January of 2007 and was attended by over 80 people. Participants at the meeting identified strengths, issues and opportunities of the community and then ranked the importance of these characteristics.

As a draft of the Growth Policy developed and open houses were held in May 2008. A public hearing was held in June 2008 into the first quarter of 2009. Approximately 50-60 people attended the open houses and public hearing. The responses of community members who spoke at the public hearing were overwhelmingly negative about the growth policy, and expressed confusion about what the Growth Policy would do. Because of this public response a vote on adopting the growth policy was postponed. A group of public residents helped read through the document and gave feedback for a revised Growth Policy. Since that time, meetings, open to all, were held to go over the draft and give feedback.

Guiding PrinciplesDuring the public meetings, the residents and citizens of Hot Springs declared that the following ideas were to be “Guiding Principles” for the Growth Policy:

1. Preserving our caring and safe community environment, built from old fashioned values and independent spirit.

2. Preserving our natural resources, clean air, clean water, scenic vistas and pastoral setting.3. Cultivating a good working relationship with the Confederated Salish and Kootenai Tribes.4. Respecting the rich culture and history of the area.5. Transparency and inclusion in local government that encourages public input and participation in

civic discussions and decision-making 6. Protecting the rights of property owners and individual rights.7. Abiding by judicial principles that limit local ordinances to issues of the health, safety and welfare

of the populace.8. Revitalize mineral hot springs water uses for the benefit and wellness of the community and

visitors, including developing geothermal energy resources.9. Sustainability.

The Sustainability Principles were further defined as:

a. Engage in infrastructure planning and implementation that discourages non-sustainable development (sprawl and strip commercial) and the depletion of natural resources (clean air and water).

b. Offer transportation choices that do not rely solely on the private automobile. c. Incorporates urban green spaces to mitigate heat islands, store, cleanse, and soak up storm

water, and provide plants that take in carbon dioxide and release oxygen. It (may) use natural streams as fingers of open space instead of running them into a pipe. A sustainable urban environment is also just a fun place to be: to walk, to work, to gather, to dine, and to shop.

d. Sustainable development requires the integration of environmental and economic considerations in decision-making. Consideration must be given to both the short and long-term consequences of these decisions. In addition, the decisions must be based on sound information.

e. Our economy depends on the continued flow of resources and on the protection and enhancement of ecosystems and habitats. The decision-making process encourages considering not only today's needs, but the needs of future by ensuring that a long enough horizon is used in the evaluation process.


2007 SWOT Analysis Exercise Results Strengths (Ranked in order of importance) (a) Hot Springs‚ Mineral Water(b) Unique Character‚ Small Town Ambience, Old-Fashioned Character, “End of the Road” Feeling(c) Clean Air/Water(d) Sense of Community(e) Business Mix (Grocery/Hardware/Bank)(f) Tolerance‚ The People: Dedicated/Personable/Interactive(g) Diverse Population‚ Age/Political Views(h) Medical Clinic (i) Confederated Salish & Kootenai Tribes Have Facilities in Town(j) Senior Transportation(k) Time Warp‚ Going back 30 years(l) Police/Fire(m) Library(n) Long History(o) Reservation(p) Scenic(q) Community Pool(r) Good Chamber of Commerce‚ Joining State Chamber(s) Incorporated-Water/Sewer/School/Organizational/Physical Infrastructure(t) Tourism (original growth was from Sawmill & Tourism‚ Mill burned down)

Opportunities (Ranked in order of importance)(a) Bring curb appeal to town‚ Main St.‚ Appearance aesthetics/Revitalization(b) Engage Tribe in Planning Process(c) New buildings for hot springs/Increase tourism(d) Improve Tribal Relations‚ Water Rights for Hot Springs(e) Museum Project(f) Recreation Opportunities(g) Undeveloped hot spring resources(h) Infrastructure Grants: Need Matching Funds‚ Have had to raise water/sewer rates(i) Creating Jobs (j) Attract lone eagles/telecommuters(k) New subdivisions & annexations

Weaknesses & Threats (Ranked in order of importance)(a) Drug problems (Alcohol & Meth)(b) Main Street needs revitalization/too much vacant space/make historic district(c) Street improvements need to be completed (d) Water plant at capacity once annexations occur. There are 3 wells. One has a water quality issue.(e) Tribal Relations – School team name/mascot (Savage Heat) is an issue. (While the mascot name was changed in 2007 some Tribal members would still prefer to eliminate the use of the word‚ Savage)(f) Camas Bath House closed in 1985, building is still there and is becoming an eyesore(g) Housing Stock‚ Older/Deteriorating/Small sq. ft./ foundation issues (h) Unemployment‚ School/rest home are the largest employers. Other employer‚ hotel/retail (i) Water Rights not adjudicated(j) Jobs don't have benefits(k) Tax structure in Montana(l) Wastewater discharge permit‚ Tribe controls. Upgrades to treatment plant are required for compliance with new standards. Lift station is needed for lots on 2nd Ave. South.(m) There are lots in town that are not connected to water service-Still on wells. Other lots have multiple buildings on the same water hook-up (spaghetti lines)(n) No upscale housing(o) Population loss after Bonneville Power Administration left & sawmill burned down in the 1950's


(p) Winter Inversions(q) No casinos as of Dec. 15th due to no contract between Tribes & State. Loss of tax revenue.

2008-2009 Questions/Concerns about Growth Policy (1) Concern about protecting the rights of property owners.(2) Concern that implementing the growth policy would overburden limited town staff and financial

resources.(3) Concern that the growth policy creates more government bureaucracy and regulation.(4) Concern about what new ordinances would result from adopting a growth policy.(5) Concern about the legal obligations of the growth policy framework and exactly what the state law

requires.(6) People expressed the opinion that we just don't need a growth policy.(7) Concern that the April 2008-Draft Plan was very long, intimidating and confusing.(8) Many were upset that some of those who presented the plan, had said and implied that a growth

policy was required by the state. The town is not required to have a growth policy.(9) Concerns that the town was relying too heavily on grant funding which often has unwanted

stipulations and can drive up the costs of projects. (10) Some expressed frustration about the manner in which we kept being told that a growth policy is

not regulation. Though a growth policy is not regulation itself, any changes to zoning, subdivision and some other ordinances must reflect the growth policy. So if we want to change our zoning ordinances, we must have a growth policy (statement confirmed by the Montana Department of Commerce attorney advisors) and our changes must be reflected in the content of the growth policy. Those who put together the April 2008-Draft Policy were not clear on this issue and would not clearly say that ordinances would be updated as a result of adopting the growth policy. In addition, the April 2008-draft plan is not clear on what zoning changes are being proposed, and what ordinances would likely change or be created as a result of adopting a growth policy.

(11) Concern that the legal framework of the growth policy takes decision-making capabilities out of local hands, into the hands of county, state, tribal and even federal authorities.

(12) Concerns about zoning ordinances. Some expressed that there are other ordinances and incentives that can achieve our goals, not just zoning ordinances. It has also been pointed out, and confirmed by the Montana Department of Commerce attorney advisors, that we do not have to adopt a growth policy to repeal zoning or enact non-zoning ordinances.


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