Social Services
PRICE CHAMBERS
Dr. Rafael Willilams looks to his flatpanel monitor as he performs an arthroscopic shoulder repair at St. John's Medical Center.
From 2005 to 2009, 12 percent of Wyoming residents reported themselves in “fair” or “poor” health. Nationwide, the average was 14 percent. In Teton County, it was 5 percent, by far the lowest in the state and barely one-third the national average. Teton County residents rank high on most other health measures as well. But since it’s a county populated by humans, disease — both physical and mental — and other stresses are a fundamental fact of life. To help with such issues, Teton County has developed a network of social service and health agencies ranging from the sort found in many communities (e.g., St. John’s Medical Center) to those with a uniquely Tetons flair (e.g., Teton Wellness Center). St. John’s Medical Center is not only the hub of health care in Jackson Hole but also the community’s biggest business and largest year-round employer. During the decade of the 2010s, St. John’s is projecting more than $1 billion in gross revenue. Because roughly
3 percent of that revenue will come from local property taxes, the medical center’s board is publicly elected, making it unusual among U.S. hospitals in being publicly governed despite depending on public funding for very little of its income. In its annual handbook, the Community Foundation of Jackson Hole asks each local nonprofit to place itself in one or more categories. Of the 190 organizations in the 2012 handbook, 71 listed themselves as working in the health and human services field. Of those, 27 (38 percent) indicated that health and human services was their only focus. The remaining 62 percent combine a focus in health and human services with complementary interests, whether animals, arts and culture, civic affairs, conservation or education. As with local nonprofits in general, the number of nonprofits in health and human services has steadily increased
over the last 40 years, rising from nine in 1971 to 71 today (the latter figure includes seven that provided no founding date). This growth coincides with a quadrupling of the county’s population during that time, giving an insight into the important role played by nonprofits in helping provide services that government chooses not to provide and businesses do not find profitable to perform. Which is not to say that government or the private sector is completely hands-off when it comes to helping provide the services locals in need require. During their 2012 fiscal years, the town and county governments will combine to provide well over $1 million in support to local social services agencies, and through donations of both cash and in-kind services local businesses have also shown their desire to help those who help those who need help. The challenge will be finding sufficient cash from tight business budgets and even tighter government budgets to support the needs of locals hurt by the recession.
2012 Edition Jackson Hole Compass
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