2010 Director Applicants:
Section 1: Candidate Information: Question #1 is required information.)
1. Name: James T. (Tom) Durham
o Phone Number: 850-670-5951
o Email Address: jdurham@gtcom.net
o Address: P.O. Box 776
o City, State, Zip Code: Eastpoint, Fl 32328
o Tract No: 1156
2. How long have you been a Terlingua Ranch owner? 6 years
3. To what degree have you been involved with Terlingua Ranch & POATRI?
I have been on the Board of Directors since 2005 and have served as President and Secretary. I am currently the Secretary.
4. Education Level/Degrees: University, BS degree
· Major Subject/Course: Geological Engineering
· Name of School Attended: North Carolina State University
5. Current or Last Employer: retired since 1997. Previously with Natural Gas Pipeline for 30 years.
· Profession: Engineer and District Superintendent
6. Are you related to, or have a business or professional association with, any current board member? (yes or no): No
· If Yes, please explain:
7. Have you read the POATRI Expectations and do you feel you can fulfill these? (yes or no): Yes
8. Will you be willing to sign the POATRI Director Code of Ethics and Standards of Conduct? (yes or no): Yes
Section 2: Candidate Skills, Contributions and Experience – Use the sub-questions to provide answers to the following questions: (Please limit your answers to 100 words or less.)
1. Mission:
· What is your specific interest in serving on the Board of POATRI?
o Assist in continuing to become a Board that property owners will support to make this a viable corporation that benefits the majority of property owners
· How can you help us achieve our mission and our current goals?
o By utilizing my experience in a positive manner in making decisions that will meet our vision as seen in the Strategic plan.
· In light of the Board’s recent decision to sell or lease the Resort facility, what would you recommend as the next steps in completing that process?
o To attempt to convince the membership that this is a methodology that can benefit all property owners. This would apply to those who do not utilize the resort facilities, and prefer not to have a portion of their assessment used to operate it. It would also give those that utilize the facilities, the ability to have it available when desired. This is a membership decision as it requires a positive election vote.
o If approved, commercial real estate appraisers would then be sought to determine the true value.
2. Experience:
· What skills or expertise can you offer to the Board of POATRI?
o Experience as a Superintendent responsible for managing personnel and finances
o Skills learned from being on HSHA Board for 8 years and POATRI for 5 years.
· What specific experience do you have with reading and interpreting financial statements? The budgeting process?
o As a current member of two Boards this was and is a prerequisite.
o Involved in gathering data for the budget and making decisions based on that information to adhere to the budget.
3. Board Member Role
· What previous/current board service, leadership or volunteer experience do you have?
o I am currently Hammock Shores Homeowners Association – 8 years, currently President
o POATRI-5 years, Secretary in 2008 and 2009.President in 2006.
o
· What experience do you have working with a Board that is involved in setting policy?
o The POATRI board to this date has been a Policy board, of which I have been a member.
Section 3: Candidate Positions on the POATRI Strategic Plan and Director Responsibility
1. What is your position on the overall Strategic Plan, and the Vision and Objectives for each of the four major areas of the Strategic Plan listed below? (200 word limit for entire answer)
1. Financial strategies to ensure POATRI operates in a cost-effective and fiscally responsible manner.
1. A balanced budget is an absolute necessity. To make the budgeting process transparent in order that the property owners may see that the funds are being spent in a manner that will guarantee the survival of the corporation and give the most value to the members.
2. Road Rehabilitation programs to better serve the ownership by improving the quality of our roads and reduce labor and expense for repeated and excessive road repairs.
1. To utilize the proper equipment and the best engineering techniques to assure the work being done is not a detriment to the roads and is as cost effective as possible. The ability to get to and from ones property is the highest priority of the membership.
3. Since the Resort facility is closed and the Board has determined to sell or lease the property, what changes do you recommend to the overall Strategic Plan of POATRI?
1. If the membership approves the sale/lease of the resort, then the main emphasis will be on road maintenance, property owner services, and continued improvements in communications with members, and surrounding government entities. If not, then POATRI should operate the facilities in the most effective methods possible within the budget constraints.
4. Management/Organization/Communications evaluations to improve communications with property owners and support management with effective policies and procedures.
1. Management should attempt to be as transparent as possible and give the most factual information in the most timely manner possible.
2. What is your understanding of the ethical and fiduciary responsibilities of a Director as a member of the POATRI Board of Directors acting for the Corporation? (100 word limit)
1. One’s ethical conduct must be above reproach as it is a direct reflection on POATRI as a corporation. One must support decisions made by the board, understand the By-Laws and Policies and Procedures and abide by such.
2. One’s fiduciary responsibilities are to see that the corporations finances are spent in the most cost effective and productive manner as possible and within the confines of the budget.
Section 1: Candidate Information: Question #1 is required information.)
1. Name: Paul Burger
§ Phone Number: 321-269-9225
§ Email Address: paulburgerdr@yahoo.com
§ Address:6295 Windover Way
§ City, State, Zip Code: Titusville, FL 32780
§ Tract No: H-144
2. How long have you been a Terlingua Ranch owner? Almost 2 years
3. To what degree have you been involved with Terlingua Ranch & POATRI?
Only as a Terlingua Ranch Owner keeping informed on current events through newsletters, friends and other ranch owners.
4. Education Level/Degrees: Doctor
5. Current or Last Employer: Melbourne Animal Hospital
6. Are you related to, or have a business or professional association with, any current board member? (yes or no): No
7. Have you read the POATRI Expectations and do you feel you can fulfill these? (yes or no): Yes
8. Will you be willing to sign the POATRI Director Code of Ethics and Standards of Conduct? (yes or no): Yes
Section 2: Candidate Skills, Contributions and Experience – Use the sub-questions to provide answers to the following questions: (Please limit your answers to 100 words or less.)
What is your specific interest in serving on the Board of POATRI?
I am interested in helping the ranch owners through active participation on the Board of P.O.A.T.R.I.
How can you help us achieve our mission and our current goals?
I believe we can be successful through communication with ranch owners and cooperation among POATRI’s directors.
In light of the Board’s recent decision to sell or lease the Resort facility, what would you recommend as the next steps in completing that process?
If elected, I would work to rescind the decision to sell or lease the Lodge.
Selling or leasing the Lodge is not in the best interest of the majority of ranch owners. I further believe the Lodge should be a place of enjoyment for ranch owners, their family, guests and visitors.
§ What skills or expertise can you offer to the Board of POATRI?
My past experience of working on the boards of other organizations.
§ What specific experience do you have with reading and interpreting financial statements? The budgeting process?
I have owned four successful veterinary hospitals, all of which required retaining certified public accountants and production of regular standard financial statements. All of the above organizations also required financial statements and annual budgeting.
§ What previous/current board service, leadership or volunteer experience do you have?
I have been a director and/or officer of:
Windover Way Homeowners Association of Titusville, FL
Brevard County Veterinary Medical Association
Rotary Club of Titusville, Fl
Seventh Generation Foundation, Titusville, Fl
§ What experience do you have working with a Board that is involved in setting policy? Same as Above
Section 3: Candidate Positions on the POATRI Strategic Plan and Director Responsibility
a. Financial strategies to ensure POATRI operates in a cost-effective and fiscally responsible manner. It starts with good budgeting. Know the income, the expenses, the priorities, and factor in for the unknown.
b. Road Rehabilitation programs to better serve the ownership by improving the quality of our roads and reduce labor and expense for repeated and excessive road repairs. Continue to improve road quality through sound road maintenance & upgrading procedures. If we utilize proper methods and practices, the expense will be the most cost effective.
c. Since the Resort facility is closed and the Board has determined to sell or lease the property, what changes do you recommend to the overall Strategic Plan of POATRI? Rethink the Strategic Plan.
d. Management/Organization/Communications evaluations to improve communications with property owners and support management with effective policies and procedures. I believe that there is improvement needed in regards to communication between POATRI and the ranch owners.
The ethical & fiduciary responsibility of a POATRI Director is stated in the POATRI Bylaws, particularly but not exclusively, state in Article 2.
Section 1: Candidate Information: Question #1 is required information.)
1. Name: Randolph J. Williford
§ Phone Number: 254-876-2860
§ Email Address: Rjsm.williford@earthlink.net
§ Address: 8043 Hwy 164 West
§ City, State, Zip Code: Mart, TX 76664
§ Tract No: 6922 & 6944
2. How long have you been a Terlingua Ranch owner?
§ I have owned property and have been involved at Terlingua Ranch for over 30 years.
3. To what degree have you been involved with Terlingua Ranch & POATRI?
§ I have a current copy of the Bi-Laws. I have frequently telephoned Directors to gain more insight into issues and concerns of the ranch, and I have voted in every election. I have frequently been to the ranch to camp, sight see &/or visit, and I have enjoyed hunting.
4. Education Level/Degrees: Master’s degree in Civil Engineering
5. Current or Last Employer: R.W. Engineering ~ R. W. Project Management, Inc.
6. Are you related to, or have a business or professional association with, any current board member? (yes or no):
§ No, I have no relationship to current Board Members.
7. Have you read the POATRI Expectations and do you feel you can fulfill these? (yes or no):
§ Yes
8. Will you be willing to sign the POATRI Director Code of Ethics and Standards of Conduct? (yes or no):
§ Yes
Section 2: Candidate Skills, Contributions and Experience – Use the sub-questions to provide answers to the following questions: (Please limit your answers to 100 words or less.)
What is your specific interest in serving on the Board of POATRI?
§ My Engineering & Management skills & experience would be invaluable to improve roads, lower maintenance & operational costs which are in desperate need of improvement.
How can you help us achieve our mission and our current goals?
§ I feel I can reach across barriers to involve as many of the membership as possible to achieve POATRI’s mission / goals.
In light of the Board’s recent decision to sell or lease the Resort facility, what would you recommend as the next steps in completing that process?
§ With the Board’s recent recommendation to sell the Resort, the Board should carefully review the memberships vote, consider all options, and be 100% transparent in the decision process to sell, exchange, or lease any assets. Each asset has a different value to every member. The Board’s actions need to reflect those values & not just the majority. Obviously, the majority’s wish is paramount; however, if the Board’s action can reflect the vote while including as much of the minority as possible, it would be a huge step toward consolidating the ranch membership.
What skills or expertise can you offer to the Board of POATRI?
§ As a retired USAF Base Civil Engineer, I directed the budget, maintenance & operation of five major USAF Installations. Having designed and maintained roads in deserts & mountains, I am prepared to evaluate & suggest cost saving approaches and solutions to the current road, access, & ranch financial issues.
What specific experience do you have with reading and interpreting financial statements? The budgeting process?
§ As a USAF Officer and the owner of two small businesses, I was and am required to prepare budgets & financial statements and interpret the budgets & financial well-being of clients.
What previous/current board service, leadership or volunteer experience do you have?
§ For over forty years, I have served on business and recreational boards that established policy governing the goals and missions as well as overall policies for the respective organizations.
What experience do you have working with a Board that is involved in setting policy?
§ I’ve sat on many Boards, dealing with such subjects as Projects, Budgets, Personnel, and other policy issues. As Director of the Electric Division for the PUC, I was responsible for policy and testimony to be filed on the behalf of the rate-payers of Texas. As Senior Vice President of Brazos Electric Power Cooperative, I prepared and presented a wide range of policy topics.
Section 3: Candidate Positions on the POATRI Strategic Plan and Director Responsibility
a. Financial strategies to ensure POATRI operates in a cost-effective and fiscally responsible manner.
§ After reviewing information gathered from POATRI newsletters and website, the financial position needs to be reviewed further.
b. Road Rehabilitation programs to better serve the ownership by improving the quality of our roads and reduce labor and expense for repeated and excessive road repairs.
§ My experience and education could be utilized to serve the members, provide suggestions and programs to improve the roads at a lower cost.
c. Since the Resort facility is closed and the Board has determined to sell or lease the property, what changes do you recommend to the overall Strategic Plan of POATRI?
§ While the Board has recommended selling the Resort, the membership has yet to vote. Should the membership elect to sell / lease the Resort, every effort must be made to reflect the membership’s interest with a 100 % transparency in the entire process. Upon a No vote, all alternate solutions must be evaluated in the best interest of the membership.
d. Management/Organization/Communications evaluations to improve communications with property owners and support management with effective policies and procedures.
§ I feel that the most important thing the Board can do to improve communications and relationships with the membership is to operate in an open and transparent manner in all efforts and decisions. The membership will not trust the Board acted in the membership’s best interest if the decisions are not clearly communicated. With all the current issues facing POATRI, it is imperative that the Board do everything possible to insure maximum communication and inclusion to achieve a strong association. I fully believe such a strong association is achievable, and it is my absolute desire to aid in that accomplishment.
§ My understanding of the ethical and fiduciary responsibilities of a Director of the POATRI Board is that I am 100 % accountable individually and collectively with the Board for all ethical and fiduciary decisions. It is the duty of every Board member to be absolutely certain that every dollar the POATRI takes in is:
· Accounted for in POATRI records.
· Allocated based upon priorities and funds available.
· Tracked & monitored to insure all funds are dispersed as intended.
· Any discrepancies are accounted for and resolved.
My word and my ethics have been absolute standards my entire life.
Section 1: Candidate Information: Question #1 is required information.)
1. Name: Marbert G. Moore
o Phone Number: 432 371 2421
o Email Address: mgm.ii@sbcglobal.net
o Address: P O Box 9750
o City, State, Zip Code: Alpine, Texas, 79831
o Tract No: H72
2. How long have you been a Terlingua Ranch owner?
I have been a property owner in south Brewster County since 1990, a full time resident of south Brewster County since 2002, and a Terlingua Ranch owner since 2004.
3. To what degree have you been involved with Terlingua Ranch & POATRI?
I have voted in all Terlingua Ranch elections since becoming a property owner in 2004. I became interested in Ranch operations in 2005, and in February 2008 I was appointed to the Audit Committee. In April 2008 I accepted the chair of the Audit Committee. In the spring of 2009 I worked with the Terlingua Ranch Volunteer Group in the effort to open a portion of the facilities of the Lodge area.
4. Education Level/Degrees: Master of Engineering
· Major Subject/Course: Civil Engineering/Highway Pavements
· Name of School Attended: Texas A&M University
5. Current or Last Employer: Owner of Texas High Sierra Corp.
· Profession: Contract construction work for Federal agencies.
6. Are you related to, or have a business or professional association with, any current board member? (yes or no): No
· If Yes, please explain: N/A
7. Have you read the POATRI Expectations and do you feel you can fulfill these? (yes or no): Yes
8. Will you be willing to sign the POATRI Director Code of Ethics and Standards of Conduct? (yes or no): Yes
Section 2: Candidate Skills, Contributions and Experience – Use the sub-questions to provide answers to the following questions: (Please limit your answers to 100 words or less.)
1. Mission:
· What is your specific interest in serving on the Board of POATRI?
o If chosen to serve on the Board, my specific interest is to promote open and transparent operations so as to inform all Ranch members of the Board’s input and debate in their decision making process.
· How can you help us achieve our mission and our current goals?
o The Board is elected to serve the members of the Ranch, and I will give considered and deliberate thought concerning all issues so as to make a decision that best serves all owners of Terlingua Ranch.
· In light of the Board’s recent decision to sell or lease the Resort facility, what would you recommend as the next steps in completing that process?
o I am against the sale or lease of the Ranch facility. The facility is an amenity provided to the owners, and I believe that properly managed, the facilities can be open for use of the members, guests, and visitors at no cost to the general membership.
2. Experience:
· What skills or expertise can you offer to the Board of POATRI?
o Experience gained in the management and operation of my company for 25 years gives me insight into the decision making process of the Board.
· What specific experience do you have with reading and interpreting financial statements? The budgeting process?
o I began posting and balancing general ledgers in 1958. I personally performed or supervised all financial operations of my business. I installed the QuickBooks computer financial program in my operation in 1995, and am proficient in same. I did all budgeting processes, or supervised same, in my business operation. The typical yearly budget was in excess of $1,000,000.
3. Board Member Role
· What previous/current board service, leadership or volunteer experience do you have?
o I am currently chair of the Audit Committee, and I was a member of the Terlingua Ranch Volunteer Group that worked to open a portion of the Lodge.
· What experience do you have working with a Board that is involved in setting policy?
o I was chairman of the board of my business for 25 years.
Section 3: Candidate Positions on the POATRI Strategic Plan and Director Responsibility
1. What is your position on the overall Strategic Plan, and the Vision and Objectives for each of the four major areas of the Strategic Plan listed below? (200 word limit for entire answer)
1. Financial strategies to ensure POATRI operates in a cost-effective and fiscally responsible manner.
The Board must exercise financial oversight of the operation of the Ranch: adequate procedures relating to the collection and recording of fees, such as a lockbox system for Owner fees, so as to insure the integrity of all revenue sources; careful budgeting on all expenditures, particularly capital expenditures that encumber Ranch resources in long-term debt; address ways to reduce the number of unpaid Owner accounts, particularly by increasing confidence in the Board of Directors.
2. Road Rehabilitation programs to better serve the ownership by improving the quality of our roads and reduce labor and expense for repeated and excessive road repairs.
Maintenance of the Ranch roads is the primary mission of POATRI. Road maintenance is a combination of the proper equipment, timely response, and knowledgeable equipment operators. My engineering and construction background can be useful in improving efficiency of the road maintenance operation.
3. Since the Resort facility is closed and the Board has determined to sell or lease the property, what changes do you recommend to the overall Strategic Plan of POATRI?
I do not see the relevance of the Strategic Plan given the current direction of the Board of Directors.
4. Management/Organization/Communications evaluations to improve communications with property owners and support management with effective policies and procedures.
Communications with Owners has been dismal. When the Board implements open and transparent operations of their discussion and decision making process, the Owners will be better informed and more inclined to support the Board and management as they implement effective policies and procedures.
2. What is your understanding of the ethical and fiduciary responsibilities of a Director as a member of the POATRI Board of Directors acting for the Corporation? (100 word limit)
A member of the Terlingua Ranch Board of Directors is elected to represent all of the Owners of the Ranch. As such he/she must understand that the Board has a responsibility to the Members for oversight of the ethical/financial operations of the Ranch. That responsibility can not be delegated.
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