• Develop an organizational culture that is customer-service driven and fosters a spirit of innovation, participation, optimism and pursuit of excellence. 
• Be accountable for the efficient and effective use of the organization’s resources, consistent with all governing requirements.
• Work in a collaborative effort to accomplish goals and hold all participants accountable and responsible for actions, behaviors, and duties.
• Utilize facts and data to make sound decisions and come to consensus in the best interest of the organization.  Support decisions.
• Act with honesty and integrity in all relationships through the building of trust by treating all stakeholders with fairness and respect.
• Protect our unique environment
  

6.0  SWOT ANALYSIS

7.0 Goals and Objectives/Strategies

7.1 POATRI Vision Statement:        Be a viable organization increasing membership in good standing from 72 percent to 95 percent.

The true viability of the organization can be measured, in large part, by the success with which assessments are collected. Ninety-five percent plus collection rate will certainly indicate that

• we are more successfully serving and communicating with our members, who are then willing to participate by paying the assessments for value received
• we are serving our members more equitably by insisting on accountability from all property owners and thus encouraging more active participation in the business of the organization
• we are assisting those owners who can no longer receive value from membership, or who can no longer afford membership, in divesting themselves of their property
• the Association has improved its responsibility and accountability to its members by properly performing one of the tasks set forth in the governing documents.

Related Goal: Implement an aggressive, cost effective, collections effort to clear the books of seriously delinquent accounts.

Related Goal: Ensure that such delinquencies do not recur and that past due assessments are collected on a timely basis.

Related Goal: Provide accurate and timely information to all property owners to increase their understanding of current and long range plans and results and to encourage maximum input to the decision making process

Objective:       An increasing year end percentage of collected current assessments, as well as a decreasing past due receivables account, with fewer assessments being written off as bad debt.

Tracking:        Quarterly reporting to the board and the membership as to changes in the receivables accounts.

Achieve:         Full participation by members in the business of the organization.

Preserve:        The goodwill of our current membership in good standing.

Avoid:             Alienation of our current membership in good standing.

Eliminate:       Backlog of delinquent accounts that are more than two years past due.

7.2 POATRI Vision Statement:        Demonstrate significant progress (as defined in the plan) in the rehabilitation of the main access roads to minimize repairs and impact to the environment and ensure access for our membership.

Rehabilitation of the entire Terlingua Ranch road system is vital, both for the benefit of our membership and for the ultimate benefit of our environment. Learning about the watershed effects on our roads and how we can best manage that most erosive factor is the first step in a  ten to fifteen year overall rehabilitation project. 

Related Goal: Implement a “Visible Road Project” wherein we study, utilizing the Natural Resources Conservation Services expertise, three to four “problem areas” that affect main access roads.

Related Goal: Continued implementation of current program of thoroughly working all areas of the road system on practical rotation based on priorities driven by erosion factors.

Objective:     Identify, develop plans with costs, and begin implementation of repair to three to four main access road problems.

Tracking:      Photo evidence of current repair problem, with follow up photo evidence following heavy rains to establish efficacy of plans, as well as written records to tracking percentage of decrease in frequency of required repair to these areas.

Achieve:         Better accessibility for owners due to less water  damage following heavy rains with fewer “emergency” demands on equipment and crew.

Preserve:        The right of access for our members to their property and the use of the roads by all members.

Avoid:             Further negative impact on the desert environment and negative impact of additional equipment wear due to emergency requirements.

Eliminate:       Access repair problems which are cost prohibitive and beyond the capability of the Association.

7.3 POATRI Vision Statement:         Successfully manage rustic and accommodating resort facilities for our property owners, as well as for non-owner visitors (tourist customers) within the guideline of providing a low impact on our culture, unique setting and sensitive environment.

The resort facilities of POATRI are a valuable asset of the corporation and therefore must be preserved for the benefit of the members, who are all part owners of the 423 acre complex. To offset operating costs we will continue to promote resort facilities to non-owner visitors by providing an excellent visitor experience and by pursuing low-cost marketing programs as authorized in each annual budget.

Related Goal:   Maintain our current high level of customer satisfaction with their Terlingua Ranch Resort experience while minimizing the necessary support from annual owner assessments.

Objective:       Maintain the current high level of service that generates customer satisfaction. Utilize low cost marketing programs targeted to increase visitation by both property owners and non-owner visitors.

Tracking:        Quarterly charting of occupancy statistics to include more detailed visitor information such as source, length of stay, special interests, etc.

Achieve:         Better understanding of the revenue and growth potential for the Resort and a more thorough analysis of what costs can be reduced without lowering customer satisfaction standards. Publish a cohesive strategy for the future direction and management of the Resort.

Preserve:        The friendly, hospitable attitude of staff, cleanliness and attractiveness of the rooms, excellent food service.

Avoid:             Losing our sense of uniqueness or our emphasis on customer service.

Eliminate:       The conflict, confusion and debate over the future direction of Terlingua Ranch Resort.

7.4 POATRI Vision Statement:  Maintain fiscal responsibility for all operations through effective budget management.

Effective budget management is the key element in the success or failure of a business. Budgets that are thorough and well thought out, that are realistic in both the ability of the Association to generate revenue as well as to reduce expenses, and that address the issues of capital investment in the operation are vital to the continuation of POATRI.

Related Goal: Improve Board's ability to exercise its oversight responsibilities through the continued improvement of policies, procedures and communication with Operations regarding the fiscal requirements of the corporation.

Related Goal: Generate complete budgeting requirements for the following year and present budget to Board for discussion prior to the July Board Meeting to ensure upcoming year’s budget approved at the July Board Meeting.

Related Goal:  Monitor current year’s budget on a quarterly basis and seek approved adjustments as might be necessary.

Objective:       Thorough education of all Directors, as well as the Budget & Finance committee,  regarding the financial needs of the organization for the current year as well as the upcoming year to better facilitate the completion of a realistic budget.

Tracking:        Thorough review of current year’s budget, by the Board, on a quarterly basis, making adjustments to expenditures and revenues as might prove necessary.

Achieve:         A complete budget for the upcoming year that includes capital funding, debt service and inflationary adjustments, ready to present to the Board at July meeting.       

Preserve:        High productivity and efficiency of staff and ability to reduce expenses through innovation, attention to detail and reduction of wasted material and effort.

Avoid:             “Penny wise and pound foolish” thinking.

Eliminate:       Unrealistic expectations of staff, management, directors and members about how much can be accomplished with a dollar and limited funding.

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