Devereaux Macy - IndianSprings Resident

Devereaux Macy joined the "it is time for change" movement before it even actually happened. One might say she found what the public wanted before Obama's presidential campaign defined change. She is our resident author who set out in July 2007 and after two months, entering 48 states, and 13000 miles of road, she brought back raw video to show the world. By January, 2008, she had the material on a DVD and was sending it out to others. Her purpose was to show that the American public does indeed hold a different opinion than key government officials. So she sent the video DVD to the president of the United States, 50 governors, top presidential candidates, and every member of the United States Congress, hoping that her point would be understood. She got little response, but a few acknowledgments were received. Then she set out for others to tell her story. This is where I came into the picture.

Devereaux had never even held a video camera before she set out on this journey. She rapidly became accustomed to taping, as she asked her pointed questions to those who would spend a minute with her on the streets of many different cities. Those questions, directed at a widely diverse audience, sought opinions about the environment, education, economy, Iraq war, and health care. This was a time she considered to be important because of the coming elections, but beyond that, she was "homeless and free" as well. That is, she was not tied down at the time and could "afford" to set out on such a impromptu journey to fulfill her dream. So she did.

She wants to influence the return of a government respecting the opinions of the American people. The resultant video has become known as "America Speaks". She stated "Because the people we have elected and are paying to represent us, are not and have not been listening to the American people for a very long time. It is time we changed that." She believes the American people are being short-changed and deserve to get what our forefathers intended, a government of the people, and for the people. You can read more of this work by the link provided below - "Let America Speak".

Just before the election, Fox News decided her work would be useful for the election and published it, using state-of-the art video editing and publishing techniques. They limited the audience to Texas even though the content had national scope. This work by Fox News is available online by watching this video.

Resources on this topic

• America Speaks

Now that the election is past, we know that nationally, voters have chosen change, just as she said they were asking for in her travels.

Ed Chance Commissioner Precinct 3, Montgomery County Texas

At the office of Ed Chance on a recent workday, I experienced a meeting worth sharing. The commissioner gave some key insights into his precinct's operation and his own personal aspirations in this job. You would not know his deep commitment to the community and enthusiasm by just a casual meeting, but talk to him for a while and one finds a very informed person who is not afraid to step out in front of the pack to get the job done, and a person driving change. It is readily apparent to the informed observer that he is a family man of distinction, serving the community in every practical way.

Arriving here in 1967, he set his roots into equipment and road-related work. Years later, he would use the knowledge acquired in that work to serve the county. In 1986, an opportunity came along to serve the county's residents when a vacancy in precinct 3 opened. The commissioner's job became available, and someone needed to fill it until the next election. So he was asked if he had interest in that job. He then was appointed to the position; the rest is history. In the election of November 1986, he became a public servant for two years, re-elected in 1988 and has been elected to the position every four years since. He likes being in this job, living in close proximity to his grown children, all who have found residence and employment here. Retirement is not an option. He arrives at work early and leaves late; keeps a rigorous schedule; often travels to Austin to participate in state issues, and is generally a person with an urgent mission in front of him. There is no time to retire and much to do.

His focus starts where the tire meets the road, the mobility of people in and around his precinct. He has managed to establish a very modern network of automated traffic lights in South Montgomery County. Understanding cost vs benefit, he has also established the first Texas county red light camera ticketing system. That accomplishment involved a significant effort, which included the convincing of the state legislature. He first collected data on the roads of his precinct and then presented the data to the state as evidence of the benefits that could be derived from using cameras on the county roads. The initial project in our area has been successful. “We do not make any money on it. Financially, it is a wash." As a result of his efforts, he became the first to deploy the cameras under the auspices of county government in Texas. Asked about his successes with this technology, he said, "Well I have some excellent staff here". Next on his agenda is to utilize these cameras for speed control, to keep the traffic consistently moving on our main arteries.

He is on the county rail committee and other committees charged to look at various alternatives to transport people within the county and regionally. If we were to have a mass transit rail service, "it would require an entirely new right-of-way and track system, a high cost project". The existing rail system is just too congested to utilize for public transportation. He was quick to point out that a new service has been made available to county residents for point pick-up and drop-off. Added park and ride services will also help transport people efficiently in the county. One of the issues here is that the park and rides fill up within about two months after opening. There is a very large demand for this bus service to Houston. The Conroe park and ride service will be re-instituted within the next month.

Mr. Chance and I reviewed videos of two of the available road technologies - x-ray road scanning and a new road surface. Look for a future article on these technologies and his description of their future in our county. His pet automobile traffic management system Northstar will also be described in the technology article. Northstar has its own web page. Click here to access it.

There will be continued road expansions to handle the growth of south county. Taking the heavy load off of the Woodlands Parkway by providing east/west alternatives is one of his primary objectives. That will be accomplished by more traffic lanes, automated traffic lights, optimized timing of lights, and additional turning lanes.

Road maintenance is a very big issue for precinct 3. Some of the roads in The Woodlands, specifically in Grogan's Mill Village, have far exceeded their life expectancy. Look for a considerable need to repair or resurface these roads within the next eight years. That is where the new surface and road analysis technologies will likely play a big role in our precinct.

Another area of responsibility is the recycling Center. The original reason for this center was to take the trash off of our roads. “If you don’t have a place to throw it away, it will end up on the roads.” Recycling has given residents an alternative to the dumping of unwanted items on county property. It has also reduced the amount of material going into our landfill disposal sites. We have met all our objectives with this effort. Our center provides recycled paint, and various materials that people just did not want but others find useful; we dispose of toxic materials; we send computers and other electronic equipment (made of toxic materials) to companies under contract to recycle them. If residents want some freshly mulched tree wood, we have that here for free as well. Clicking here can access the recycling center’s web page.

A third area of responsibility is the Spring Creek Greenway. Mr. Chance has been heavily involved in this project. He got into the program early, partnering with his counterpart across the creek in Harris County. Part of it is right next door to the commissioner’s office. Look for an article on this in the future. Link to the Greenway project.

Last year, the county annex was moved to a new building named in honor of him, the Ed Chance Courthouse Annex on Lake Front Circle off of Grogan’s Mill Road.

Ed Chance will continue to be a pioneer in Montgomery County, and we will all benefit from his efforts. As I was leaving his office, a "mountain" of data was delivered to him to review for a planning activity. References:

1. Montgomery County Precinct Official Web Site www.mctx.org/commis3/
2. Montgomery County Northstar System www.mctraffic.org

Related Articles published in July 2008:

• Northstar traffic control system
• Road technology vision
• Traffic signal synchronization

Sheriff Gage of Montgomery County Texas in 2008

I had the recent privilege of talking to our Sheriff, Tommy Gage. He is a Texan, born in California on the day that the nuclear bomb exploded in Hiroshima Japan. Everyone who meets our sheriff likes him. He is a straight shooter, taking clear aim at the issues, just like a Texan would do. Walking into his office with his Texas style furniture, he exclaims with great enthusiasm, wearing his famous red, white & blue patriotic tie, "Hello brother Randy". I knew right away that I would not be disappointed with our ensuing conversation!

Mr. Sheriff, how do you like this job?
Man, I love this job! "It doesn't get any better than this!" I want to finish this upcoming term, and one more, for a twelve-year tenure, and then retire. I have been in this business now for 38 years. It all started with the Houston Police Department in 1970. When Kathy Whitmire and her crew came to town in 1982, I went to better pastures with the Montgomery Sheriff's office to work for Joe Corley. Then Guy Williams was voted into office, and he kept me in my position, before promoting me to Lieutenant. In 1996, I resigned from the Sheriff’s Office and went to work for Constable Tim Holifield as a Lieutenant. I was assigned to Pct. II Commissioner Malcolm Purvis’ office. I served there as the Public Relations Officer, mostly environmental work. Enforcing the laws of illegal dumping brings back the memories of a large, illegal dumpsite known as the Thomas Dump Site, a construction debris dumpsite. Commissioner Purvis and I went to Austin and met with officials at the Attorney General’s office. We accomplished getting the site cleaned up and ended the problem.

In 2003 I decided to run for Sheriff and campaigned for 2 years. In January of 2005, I was sworn in as Sheriff. Now I am living my dream, which will be a great way to end my Law Enforcement career, as a Texas Sheriff.

Since taking office you have had four citizen’s academies sponsored by your office. What is your opinion on its usefulness? Well, I have to tell you, there is always a diverse group of people in that academy, learning what we do and how we do it. It is our opportunity to show off the Sheriff's office, because we are Texas proud! We are the 7th largest Sheriff’s department in this great state. Harris County is the largest. Other counties call upon us, especially when they need help with a murder case, or taking evidence when they do not have the proper equipment or support staff. Our investigative staff is superb, and we have the tools to help other counties. This academy helps the image of our department in the eyes of the public.

Sheriff, you have a reputation of cleaning up the jail. One of my classmates remarked that the new supervised pod that we toured is better than home. I guess you are talking about our direct supervision. Yes, that one is for very good conduct. When we came into office, the place was understaffed. There was no money to open the supervised pods. At our request, Commissioners Court gave us money to hire 89 more people, 54 of which were for this new facility. After correcting the deficiencies and ridding the place of bad odors; the jail passed the state inspection. Then we hired the 54 employees to staff the new facility. You know with our new facility, a different method is used for supervision. As a result, we had to add an entire week to cadet training for certification. Instead of two weeks training, the jailors must now have three to be able to work in the old and new facility. If you had gone into the jail before we arrived, you would know how different it is now! We are building a new facility this year to hold an additional 1100 inmates. Since we have 1150 beds now, that will be a huge capacity change. We will contract the operation of that jail facility to a private company, but we will have the responsibility for its operation. That means we will be there every day to check on things. At first, the US government will pay for it through a contract to house federal prisoners. "We will stay on top of things there to make sure it does not have any problems." We will get a kitchen out of it that will feed the entire inmate system here. By converting the current kitchen into another group of cells, we add capacity to the old facility.

Just out of curiosity, Sheriff do you personally ever issue tickets? Nope, I do not - don't have time for it. The chief will at times, but not me. I wrote thousands of tickets in my days on the motorcycle. Those days are behind me.

How about your campaign promises for the 2005 election? Has the cooperative policing program worked out for you and your staff? It sure has. There is only one holdout, and that has not been a big problem. The East county constable has remained independent. But a new constable candidate has been elected for the Republicans, so there is hope that this will bring all of our policing organizations together in communication and cooperation. The other agencies share my enthusiasm for this cooperation and sharing of information. It works very well. Now there are two Texas Rangers assigned here.

So Sheriff, how about firearms? I was surprised to see the deputies buying their own firearms. Well it all comes down to this. Every officer has their preferred weapons. It may be a 38, 357, 40caliber, 45, or 9mm; the brands are their choices. It has to do with effectiveness in doing their work. They must each pass the qualification course with their own weapon(s). All go through the academy which has some tough expectations.

As you know, I am from The Woodlands, so I have some interest in the crime rate there. Some residents feel that crime is increasing and are concerned. Sir, "The Woodlands is one of the safest places to live in the county". In South County, there are many deterrents. No matter how many police officers you have there, you will still have some crime. It is going to happen. We can adjust where we patrol when there is a problem, and we do. I feel safer in The Woodlands than anywhere in the county. "Brother Randy, we will never have enough policemen." We will do our best with what we've got to enforce the law. We have very fine people. I assure you that you will get what your tax dollar pays for first. You will also get what you pay extra for. As long as I am Sheriff, we will fill vacancies for the contracts first. Also, if there are issues, my office is always open. I will talk to anyone anytime about any issue, but I may not be in my office or I might be tied up with someone else, so it is advantageous to the resident that he calls ahead of time. If I am available, an appointment is not required. I will talk.

And how about drugs? I have seen drugs consumed in The Woodlands. If it were not for drugs, we would not be building a new jail facility. Many burglaries, robberies, and other crimes are directly related to illegal drugs. The problem is not just in The Woodlands. It is everywhere in the county, state and country. Our copper theft is related to illegal drugs.

It is up to us to get the message to our children and to our grandchildren. Do NOT take illegal drugs even one time. People get addicted very easily. You know, everyone is important to me, certainly the youngsters and the seniors. I tell the kids out there that are involved with things, whether it is sports or roping calves - there is hope for this generation. Look at you, I say. We have hope. But stay away from drugs!

It should be noted that our narcotic investigators are busy. The queue is fairly long, but we get out there after them when we can. The time may be coming when Marijuana is legalized, and then we have additional problems with drivers - on the road under the influence of the drug.

How is your motorcycle division doing? We have five and they are doing great. Those guys are writing a lot of tickets. I believe they are making a difference. I wish we had more of them.

One of the reasons cited by some for the need to incorporate The Woodlands is the need to have city cops. What do you think? Well, one of these days The Woodlands probably will incorporate, but they will not have anything much different than they have now for policing their community. We have a "beat cop" model in place now. The beat cop gets to know the community. I hope if and when The Woodlands incorporates that they would give our folks (under their contracts) a shot at the jobs first.

Now that you have fulfilled the original campaign promises, what next? We are happy with what we have accomplished. Our problem going forward is money. Our budget constrains us. We are stewards of your tax money and must do what we can with what we have. Our salaries are not as high as the big city - namely Houston, where they give big bonuses for signing up on a contract. There is however more to life than money. We want our employees to want to work here. They are treated here with respect and honor. They also have extra jobs to work, as has been the case for many years now. Supplementing salary with extra jobs is a way of life for a peace officer.

I have one more question. There is more momentum towards enforcing immigration laws locally. How would this affect your operation? We have the INS here every day to pull out illegals, but we do not search for them in the streets. Until they stop crossing the border, we will continue to have them in our county. It is a losing battle.

Sheriff Gage has no opponent in the fall election. In my opinion, we are very lucky to have this very respected gentleman here in Montgomery County, overseeing law enforcement for our safety. He soundly defeated his opponent in the Republican Primary, receiving 62% of the votes cast.

Jeff Long Biography

The Woodlands Leadership
Jeff has served as the President for The Woodlands Community Association for the last two years, and was elected by fellow directors for a third year. He worked on the Board of Directors of the WCA for the last four years, and was re-elected for an additional two years.

Jeff served as Chairman of the DSC and as a Board member for approximately 3 years. Prior to that, he served as a member of the RDRC for Grogan's Mill.

Community
He has participated groups such as The Friendship Center (Board Member) and the Montgomery County Tin Transportation Task Force, that has advocated for the public transportation needs for all of Montgomery County.

Jeff has been involved in other activities such as National Night Out, First Night, his local church, and Special Needs Ministries for the handicapped.

Career
He worked as a Public Works Director in a large community in California, until he and his family moved here over six years ago.

Renata Tyree Biography

Renata Tyree has spent over 15 years working as an computer software consultant for small, medium and enterprise level customers teaching them how to run their businesses successfully. As a leader, she has received many accolades and recommendations based on her business experience with companies such as Intuit (makes of TurboTax, Quicken and Quickbooks) and Activant Solutions. Renata is now using that extensive business experience and expertise to guide Lone Star College-Montgomery programs and courses in their adult continuing education department. She is currently the program manager for the Adult Enrichment program which provides leisure classes to any adult within the Montgomery County area. She also finds the time to work as a certified travel counselor for the Woodlands travel agency, Baer Travel International.

Renata is a member of the South Montgomery Chamber of Commerce, Montgomery County Association of Business Women, Montgomery Pet Partners, Woodlands Dog Park Club, American Red Cross and Business Networking International. She finds the time to volunteer with her Delta certified dog, Abby, at local churches, libraries and hospitals. Abby is used by these organizations as comfort to those who are ill or disabled and to assist with reading programs such as “Paws to Read” which helps to improve the literacy skills of children.

Renata moved to The Woodlands in 2005 from Boulder, Colorado to be closer to her family. Since arriving, she has been heavily involved with community activities. She enjoys visiting the many wonderful dog parks, volunteering at the library for the Paws to Read program, leading as a Shepherd at church, and designing community courses for Lone Star College-Montgomery.

Peggy Hausman 2008 Profile

www.retainpeggy.com

Enthusiastic individual seeks challenging opportunity to continue community service utilizing organizational and working skills developed through years of successful leadership in community organizations and fulfilled with responsibility and accountability.

PERSONAL

The Community of The Woodlands, Texas
+ Resident of Panther Creek since 1981. At-home Mom to sons Nick and Patrick.
+ Married for 30 years to Mitch Hausman, President of Southwest Wire Rope Inc.
Birth Date: February 22, 1958

COMMUNITY SERVICE

Board of Directors Service:
+ The Woodlands Fire Department
+ The Town Center Improvement District (now The Woodlands Township)
+ The Woodlands Community Service Corporation:
....Chairman of the Board 1997 to 2001 - First elected resident
+ The Woodlands Community Association (1995-2008)
....Chairman of the Board 1995 till 2001
+ Municipal Utility District #40

Instrumental in policy development, financial success, ISO rating reduction, economic achievement, marketing, community dispute resolution, public speaking, recruiting, organizational restructuring, economic efficiencies, union negotiations, legal dispute resolution, budget, real estate purchase, office expansions, contract negotiations, legislative formation and testimony.

Public Service:
+ Montgomery County Food Bank
+ YMCA
+ Boy Scouts of America
+ PTO/PTA President and committee chairman
+ Montgomery County
....Regional Resource Governance Committee,
....Law Enforcement Center Bond Committee
....Election Judge, School District Bond elections
+ Supervised and directed District Eagle Award Advancement, school functions
+ Developed advertising, promotional and fundraising materials
+ Solicited discounts and donations from local retailers
+ Recruited, trained and supervised volunteers
+ Coordinated community wide program, public speaking and presentations

RECOGNITION
+ Governor’s Award for Volunteerism
+ Conroe Independent School District Volunteer of the Year
+ Cynthia Woods Mitchell Pavilion Award for Leadership in the Fine Arts
+ Boy Scouts of America, District Award of Merit, George Stake District
+ People Scene Newspaper Person of the Year, twice
+ The Villager Newspaper, Favorite Public Servant, shared with US Representative Kevin Brady
+ The Woodlands, Texas Original 25 “Hometown Heroes”, Community Recognition

EDUCATION
+ Missouri Western State University
....B.S. Criminal Justice
+ Texas Department of Insurance
....All-Lines License 1423571
+ Texas Open Meetings Certification

Nelda Blair 2008 Interview for Township Director Woodlands Texas

Candidate Written Interview

1. What specifically do you personally expect to get out of being on the Township Board?

If I had to say it in one word, it would be “unity”. I was raised in Montgomery County, and I love my home. I want to see it grow and prosper and develop in harmony, and I hope to be an effective contributor to that exciting future! (It’s certainly not for the big bucks…..)

2. What are the primary resident values that you will use to prioritize your decision making for the villages?

See question #3.

3. What are the primary commercial values you will use to prioritize your decision making for the business community?

As to questions 2 and 3: In my view, the whole idea of The Woodlands is not “Residents vs. Businesses”; and it is not “Township vs. Associations”. It is that each of us is a part of all of it. Whether we have given support in our religious congregations, in village groups, with our schools or the college, on professional boards or in other volunteer activities, we want balance and harmony between all the parts of our community. That is what makes The Woodlands so unique and successful in the first place: the harmony of nature and people, living and working (and of course, playing.) Those values apply to both residential and business, for everyone.

4. Do you believe that resident issues or commercial interests are going to be your biggest challenge?

Resident issues and commercial interests are both vital to the continued success of our community, and they rely on each other for sustenance. Without our beautiful living areas, highly maintained property standards and contented residents, we lose the attributes of our master-planned neighborhoods. Without our varied leisure and recreation, world headquarters, and office areas, we lose our ability to attract upper level companies and fund our residential amenities. Each sustains the other. The Woodlands is full of anecdotal stories about folks who visited and loved the area for its residential features, then moved their global companies here for the business climate. That’s what it’s all about!

5. What is your position on the future government of The Woodlands? For example, do you support incorporation?

My understanding is that never before in Texas has an area of almost 90,000 people been released from potential annexation to govern itself. So, as we determine how our transition will work best for all of us, we will also determine how we want to define ourselves. It is us, the residents, who will decide in the future if we want to incorporate, by popular vote. Incorporation will give us powers and abilities that we don’t have as an improvement district (which is what The Woodlands Township is now), but it will also obligate us to provide our own services. The first opportunity we have to make that decision is in 2014. In the meantime, we should look around, evaluate our community, and determine if incorporation is what we want. And if we do, then we go for it!

6. What is your view of the relationship between the associations and the Township during and after transition?

I have said since Day One that this transition is really akin to a “merger”. We are taking 3 homeowner associations, a fire department, a recreation organization, a management company, and a special purpose district, and combining them all into one entity. As I mentioned above, this is a first for Texas, and we are learning as we go. But, the Transition Teams for all entities have worked long and hard to make this growing stage as enjoyable and invisible as possible for all inhabitants of our community. To a person, I think all community leaders involved will say they want to work together, as partners. That is what truly makes a successful merger.

7. What is your vision of maintenance services for the community in the transition and afterwards?

The level of maintenance will not change, or will improve with growth. Maintenance duties will gradually transfer from the Community Associations to the Township, but by unanimous agreement, the quality will endure. It is our greatest hope that residents will not even notice the governance changeover in their neighborhoods.

8. What is your vision of the associations’ role in the future of The Woodlands?

Honestly, that is totally up to the folks on the Boards of The Woodlands Community Association, The Woodlands Association, and The Woodlands Commercial Owners Association. The concept approved by the voters is that the Township will gradually come to oversee financing and provision of community services, and that an ad valorem tax will replace property assessments for funding. So, there should be no need for assessments or provision of services by these Community Associations in the future. The Village Associations, however, are another matter, and are a very important layer of leadership between the Township and the residents as a whole.

9. What changes would you like to see from our fire department over the next two years?

The only “changes” I foresee are improvements. The current makeup of The Woodlands Fire Department is one of an outstanding organization, but our area’s predicted growth will present challenges. TWFD will be expected to excel at its role, because it is a very important part of the overall public safety structure that helps shape our outstanding community.

10. What are your ideas and vision for the tax structure for residents and businesses here?

Exactly what the voters approved in November: We will pay an ad valorem or property tax that will gradually replace, dollar for dollar, our current community association property assessments. An additional benefit is that such a tax is generally deductible from federal income taxes, whereas the community association assessments are not. In addition, that tax rate will be less than the current community association assessment rates, as it will be supplemented by a sales tax payable by all people who buy in The Woodlands Township.

11. What is your position on the parks, trees and amenities provided throughout The Woodlands? Also please add any relative comments on the development of the Village of Creekside Park?

Vital. Our claim-to-fame, these are the main things that distinguish us from other communities around the country. In survey after survey, year after year, what is the Number 1 thing residents, tourists and business people alike say they admire about our area? Not the shopping, not the homes, not the office space, nor the Pavilion, nor the Waterway nor Lake Woodlands. It’s the TREES. (We’re “The Woodlands”, get it?) These are our signature. As a resident of the Village of Grogan’s Mill, I love the parks, trees and amenities all over The Woodlands. We have to be diligent in keeping those up to standards as we experience growth, as they help keep our property values up and our quality of life high. The Village of Creekside Park is no different, and will be one of our flagship areas of The Woodlands.

12. If you have any additional statements you believe residents or storeowners should hear reflecting your personal commitment to their welfare, please try to enumerate in 50 words or less.

http://www.neldablair.com : I invite all of our residents and business people to visit this web site. Click on “Message from Nelda” to hear my vision for our community in my own words. Review “Nelda’s Resume’” to see where I’ve been and the educational background that fits me for this position on The Woodlands Township Board, (or if you have severe insomnia),click on “Nelda is a Leader” and “Nelda Supports Our Community” for the stuff I truly love to do, the important and deserving endeavors in our area.

Here’s the wrap up: .I believe I have proven myself as an effective leader on the Board of The Town Center Improvement District, now The Woodlands Township, for the past several years. I want to stay there. So, I ask that you vote for me on Saturday, May 10th!

Candidate verbal interview

1. Living Balance: Your resume testifies to your many talents, accomplishments and capability. How do you manage to balance your life and focus your work with such a seemingly overwhelming agenda?

I like to involve myself. God gave me an incredible amount of energy since the day I was born. To help me through all of my activities, I have a great support system in people and some special others.

2. Personality: You are the lady always in the red dress. You present yourself as semi-tough, aggressive, directly to the point, considerate and part of the team. How do you see yourself in this respect?

Well(laugh), red is my favorite color. All of this is a natural thing with me. I am a Texan through and through - strong, honest, but direct person. I am a natural leader, the kind who involves everyone at the level they want to be involved and in the capacity they have to involve themselves.

3. Management Style: Given the opportunity to delegate or do it yourself, what approach do you prefer when it comes to managing a crisis or important situation?

I very strongly believe in team players. The more duties given to people, the more they can handle and the better the team player. There are times I do a lot of my own work, sometimes out of necessity, but I believe everyone needs a participative role in whatever comes around.

4. Transition: Using the analogy of a corporate merger, do you think we are short on skills or experience having to do with mergers, to complete the job effectively?

No, but this IS the first time for this to happen in the whole state. I have the right to feel our way through some of this. We have many very smart people here, and I have a lot of confidence in them.

Campaign Website: Go to Nelda's web site/

Campaign Email: Send email to Nelda's campaign mailbox

All rights reserved
Content approved for publication by Nelda Blair

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Tom Campbell 2008 Interview for Township Director Woodlands Texas

Written Candidate Interview

1. What specifically do you personally expect to get out of being on the Township Board?

I have lived in The Woodlands for 29 years and enjoy the Beauty and Amenities of our Hometown. I want to see this new phase of the development get off on the right start. My experience in serving as a director on the WCA Board to provide services for the community in the last five years will be an important asset. I want to maintain and improve the superior security services and the municipal services. I understand the resident needs and have the experience, time, dedication and background to represent those interests to the new board.

2. What are the primary resident values that you will use to prioritize your decision making for the villages?

As always, I consider the interests of all the diverse interests in The Woodlands. With a seven member Township Board it will be very important to consider all villages and all ages. The mature areas and the developing areas have different needs. All areas need security services and all ages deserve a minimum tax rate.

3. What are the primary commercial values you will use to prioritize your decision making for the business community?

About one third of our property tax will be paid by sales tax. We need a vibrant and successful business community. I want to maintain the attractiveness of the community to keep and bring in new business by providing a safe and outstanding place to live and work.

4. Do you believe that resident issues or commercial interests are going to be your biggest challenge?

The biggest challenge will be to develop the governmental model desired by the residents in a cost effective manner that is also good for the commercial interests. Communication between the residents and The Township Board during this development will be critical.

5. What is your position on the future government of The Woodlands? For example, do you support incorporation?

I support a program by The Woodlands Township to study and educate all residents on the changes required to evolve from a District to a City. In 2012, hold an election for the educated residents to express their desire in a vote on incorporation in 2014. If approved the board should begin the transition to incorporation in 2014 and phase out the District Board.

6. What is your view of the relationship between the associations and the Township during and after transition?

Communication is most important between the Associations and The Township to implement the transition. As a member of both organizations I will make facilitating communications a priority. A constructive attitude and good communications are needed to get the job done right.

7. What is your vision of maintenance services for the community in the transition and afterwards?

The services must be transitioned in a seamless manner with cost in mind to improve efficiency. The overall objective will be to improve the services provided to the residents and the businesses paying for these services. Duplication and synergies in the service area must be examined to improve the new services as they are transitioned to minimize costs.

8. What is your vision of the associations’ role in the future of The Woodlands?

Continue to provide services and covenant administration through 2010 as outlined in the transition agreement and then phase out and disband.

9. What changes would you like to see from our fire department over the next two years?

As a member of the Woodlands Fire Department board for more than two years, I would continue the future planning to maintain our excellent fire protection and keep up with the community growth needs. Managing the fire resources to earn an ISO 2 rating will reduce the fire insurance costs on our homes.

10. What are your ideas and vision for the tax structure for residents and businesses here?

Sales tax will be whatever the sales by the businesses will support. That is why we need a healthy business development. The property tax should be set at the minimum required by our services. I would support exemptions for

a) Homestead,
b) Over-65,
c) Disabled, and
d) Disabled veterans.

11. What is your position on the parks, trees and amenities provided throughout The Woodlands? Also please add any relative comments on the development of the Village of Creekside Park?

My family loves the beauty and amenities of The Woodlands. The natural beauty of The Woodlands with its forest and the parks are important in attracting people to our lovely Township. I support keeping the green beauty of The Woodlands. Creekside is the newest village and it is different in many ways. A location in Harris County is one challenge and the new activities for our families such as the long hiking trail and new pool present other challenges to be considered for the maximum recreational enjoyment by all residents.

12. If you have any additional statements you believe residents or storeowners should hear reflecting your personal commitment to their welfare, please try to enumerate in 50 words or less.

My personal commitment to the welfare of the residents and storeowners is:

1. Cost efficient services to minimize property taxes.
2. Continued superior security services and municipal services for our homes.
3. Establishing a government model that meets the goal of self governance of, by and for the residents.
4. Maintaining the community standards by administration of covenants as we continue growing.

Verbal candidate interview

1. Leadership style: what role do you see yourself playing among the township board members currently on the board? Specifically, do you see yourself taking a leadership role on certain topics and what would be your approach?

Current Township directors have a focus on the economic development area. I would take a leadership role in services, especially to achieve cost effective quality services. I would like to take a significant role in budgeting the first property tax rate at the minimum required to provide our services. I do not want to neglect the businesses however. Sales tax will pay for one-third of our property taxes. We need a healthy business environment to attract business to the community, which in turn brings us those sale tax dollars. I believe that The Township should support a "shop The Woodlands" campaign.

2.Time: What time commitment do you personally anticipate in being a director?

Having served at-large on the association for five years and four years on a MUD district, I probably missed no committee meetings, attended about 99% of all WCA association and MUD meetings, and tried to attend every important meeting in the WCA villages as an at-large director. I tried to attend most meetings of Grogan's Mill Village Association, my own village. When the board diminishes in size to seven in 2010, it will be even more important to attend the village meetings. I plan to attend as many as possible to communicate with them.

3.Experience: What differences do you see in being a director on the Township board and being a director on the Association board?

The two are different. The Township is a government agency and the association is not. The association does not collect sales or property taxes but the Township does. Today we have some twenty-eight directors in the associations. In 2010 we will have only seven. Support from the village associations will be critical to determine residents' needs. I have already initiated steps to have a legal review for helping villages change their elections to the second Saturday in May instead of electing officers in February. I was involved in a by-law change for Grogan's Mill. We had to invite all citizens to vote on it and record the changes with the state. There is no rush to do this, because it is not needed until 2010, but it would not hurt to begin now. I have friends throughout The Woodlands who will help provide information about the residents' needs. We will all be glad to remove the alphabet soup of organizations and finally be The Woodlands. I am a current service and fire department director in the association, so I can provide continuity for a seamless transition and balance to the Township 11-member board in 2008 and 2009. The fire department plans must be carried forward, and I also have a plan for enhanced policing of The Woodlands. I have the experience, time, dedication and background to make the transition work well.

Campaign Website: Go to Tom's web site/
Campaign Email: Send email to Tom's campaign mailbox
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Jeff Long 2008 Interview for Director Township Woodlands Texas

Candidate Written Interview

1. What specifically do you personally expect to get out of being on the Township Board?

Satisfaction of continued service to our community and residents, like the past five years I have served on the WCA board.

2. What are the primary resident values that you will use to prioritize your decision making for the villages?

I will do what is good for all of the areas, taking into account all the residents. I need to balance the needs of the villages but pay attention to specific issues as well. The village associations will be the ears and eyes of The Woodlands. I want to enable and enhance this.

3. What are the primary commercial values you will use to prioritize your decision making for the business community?

I worked for years in my work career toward job balance. This means bringing local jobs to the community, to reduce commute, benefit the environment, and enhancing family life and values. With more quality jobs, we get more time with our family. So I want to entice high quality companies to come to our community and relocate here.

4. Do you believe that resident issues or commercial interests are going to be your biggest challenge?

I believe residential issues will predominate. With the resident population increasing from 85000 to 125000 in a short time, there will be many to serve! Additionally we will have a very large number of components in our community needing attention as a result of the dramatic growth. Our current economic development plan is working and will continue to be successful with fewer challenges. I do not see those processes needing to materially change.

5. What is your position on the future government of The Woodlands? For example, do you support incorporation?

My perspective comes from my background where I worked with municipalities most of my career. I have great admiration and appreciation of what cities can do to serve the community. I see the likelihood that "citihood" will have its positive benefits where we can tap resources not available to us today, such as municipality grants. It would be beneficial to us if we had more regional influence in water and transportation. There is a down side to this however in potential cost. We would have to take on street maintenance for example. This is an example of what we will need to consider as we go forward.

6. What is your view of the relationship between the associations and the Township during and after transition?

During the transition, the relationship is spelled out in the agreement. I spent long hours on that agreement to ensure it would dictate the future for us over the next 18 months. Afterwards, the District will take over the control of the future of the community. The associations will essentially be non-existent except for possibly covenant meetings and processes. I do not see any new initiatives in this area. Funding will probably be granted the same as it has been in the past. "We will continue to do what we have been doing but will create some procedure to take care of the void."

7. What is your vision of maintenance services for the community in the transition and afterwards?

One of my concerns has been the level of service for the residents during and after the transition. I see the service being as good or better than it has been over the past 30 years. Surveys indicate that resident are content with the services they have today. One reason that I want to be on the board is to see that these services are maintained at the level they have been and that the Township pays attention to them.

8. What is your vision of the associations’ role in the future of The Woodlands?

See answer #6 above.

9. What changes would you like to see from our fire department over the next two years?

Continue to maintain services at the current high level. We have professional fire services and the community has provided the fire department with resources to do the job well. The increase in fire stations, plus the related equipment and fire fighters will enable us to reach an ISO level of 2. As a result, businesses and residents should have reduced insurance rates.

10. What are your ideas and vision for the tax structure for residents and businesses here?

Our tax rate will be lower than the past rates of the villages. Sales tax for the entire Woodlands will generate some $13.5mm to $14mm per year. This will offset much of the property tax and association dues we would otherwise have to pay. By the time 2010 rolls around, I see a tax rate of $0.29-$0.30. It will be fairly simple. What is not collected in sales taxes will be collected in property taxes to maintain operations. I do not see any changes to fee structures, which supplement the tax income.

11. What is your position on the parks, trees and amenities provided throughout The Woodlands? Also please add any relative comments on the development of the Village of Creekside Park?

I am a user of the trails and parks. My wife also makes heavy use of them. I am a supporter of at least having the same amenities we have today, with even more depending on the cost and constrained tax rates. In the WCA, we prioritized maintenance projects for the parks department to ensure that the township will give priority to these areas. The development of Creekside Park will result in a village similar to the villages we have today. There is at least another 1.5 years of development in our future. To have the same sales tax structure for Creekside Park, we might have to go back to the legislature. That could impact how we do things in the future, but I see no philosophical change to development going forward as planned.

12. If you have any additional statements you believe residents or storeowners should hear reflecting your personal commitment to their welfare, please try to enumerate in 50 words or less.

1. I am committed to meeting residents' needs without impacting commercial interests and vice-a-versa.
2. By combining the functions of TCID with the functions of the associations, we should see positive results for everyone.
3. If we are careful with the budget, get good quality from our efforts, pay attention to the needs of all villages, and avoid extravagance, we will be caring for the community as a whole.

Candidate verbal interview>

1.What do you think about the future means to measure the public’s assessment of the Township board? The current resident confidence appears to be rather high, considering the last election. You mentioned the survey as a means to measure contentment. Is that a good measuring tool for the new Township board?

The public will take a wait and see position. When the public starts bringing issues to the board, how they respond to questions, the issues and answers will set the perception and tone of this new governing entity. Are they able to deal with the issues? This type of assessment will be a measure of the board's success. How is the spending our taxes? The stakeholders will judge the board on spending habits and the service they receive.

2. With the huge increase in population as you have noted, how will you manage to handle it all with a board of seven?

A board of 7, 11, or even 20 will not make the difference. It is how the board works together as a service to the community. The county for example has five members, six counting the judge. They have regions to assist their processing. It is not the number of directors but the ability of them to serve the district as they have been commissioned.

3. Have you already identified some specific municipal grants that you believe would help our community if we were a city?

One or two might be mentioned, as types of grants.
1. Community development block fund.
2. A transportation grant fund that we could compete for.
A whole host of opportunities exist that we would have to investigate.

Campaign Email: Send email to Jeff's campaign mailbox

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Peggy Hausman 2008 Interview Township Director Woodlands Texas

Candidate Written Interview

1. What specifically do you personally expect to get out of being on the Township Board?

Mitch and I moved to The Woodlands in 1981 and raised our family here in the dream of The Woodlands. I would like to have my sons have the opportunity to move back here in a safe community so they can raise their families here.

2. What are the primary resident values that you will use to prioritize your decision making for the villages?

Safety, financial responsibility, accountability for my decision and sound judgement.

3. What are the primary commercial values you will use to prioritize your decision making for the business community?

Economic growth, balance between residential concerns and business concerns. Can't a neighborhood live, work and play together in balance?

4. Do you believe that resident issues or commercial interests are going to be your biggest challenge?

Residential to a larger degree then commercial because we still are not a city with full ordinance-making authority, and we still rely on the constable and sheriff’s department for security.

5. What is your position on the future government of The Woodlands? For example, do you support incorporation?

I think we need to look at all options. I do favor incorporation. The residents spoke out loud and clear during the governance process. They want to be the master of their our destiny. We need to employ our own law enforcement departments, have governmental control over ordinance making authority and to be able to set up our own court system.

6. What is your view of the relationship between the associations and the Township during and after transition?

Sitting on both sides of the table watching the Township and the associations, I can tell you it was strained at times. The township did everything possible to accommodate the associations during the transfer of power.

7. What is your vision of maintenance services for the community in the transition and afterwards?

It needs to be monitored and watched closely to make sure the quality of services do not start to slide. Many areas need to be updated as well as repairs made to older parks and pools. We need to maintain all the areas of The Woodlands, not just the new ones.

8. What is your vision of the associations’ role in the future of The Woodlands?

According to the transition agreement that was negotiated, the associations will start to go away starting in 2010 and after………

9. What changes would you like to see from our fire department over the next two years?

Central station in Grogan’s Mill needs an entire overhaul….

10. What are your ideas and vision for the tax structure for residents and businesses here?

Starting April 1, 2008 a two-cent sales tax will go into effect. From there we need to drop assessments accordingly. The WCA needs to return its surplus to the residents of the association and monitor the debt of the TWA prior to setting a flat tax rate over the whole Woodlands.

11. What is your position on the parks, trees and amenities provided throughout The Woodlands? Also please add any relative comments on the development of the Village of Creekside Park?

We need to preserve as many amenities as possible in The Woodlands. After all, we moved here because of the amenities. We need to make sure that older areas receive the same treatment on redevelopment as the new parks receive.

12. If you have any additional statements you believe residents or storeowners should hear reflecting your personal commitment to their welfare, please try to enumerate in 50 words or less.

My primary goal has always been to be a dedicated partner to my husband of 30 years, Mitch, and to be a nurturing full-time mother to my two sons, Nick and Patrick. But, I also always find time to serve my community. I have been an unpaid community volunteer for more than 25 years serving home-based groups like the PTA, the YMCA, Boy Scouts, and the Food Bank to name a few. In 1999 I was selected as one of the original 25 Hometown Heroes for The Woodlands. I was also elected to the board and served as president of the Woodlands Community Association (WCA). And later, I was elected to the Municipal Utility District (MUD) #40 board of directors. I think my experience in the day-to-day operation of our complex “alphabet soup” community is best illustrated by my work as a member and chairman of The Woodlands Community Service Corporation (WCSC) in planning and overseeing many of our community’s basic services. My interest in economic development is expressed in my service on the Town Center Improvement District (TCID) board and as vice-chair of the Convention & Visitors Bureau. I now will volunteer to serve again in the same role, if elected at-large by The Woodlands Township residents in May of this year. I promise to be a model for what I have called upon the new board to always be “Responsible and Accountable!” In other words, my pledge is to walk my talk.

Candidate verbal interview>

1. Style: You ask some interesting and revealing questions from your current seat on the Township board. Would you give us some insight into how you prepare for the meetings and what motivates you to be inquisitive at them?

I receive the packages on Friday evening for the Wednesday morning board meeting. That gives me time to call my sources of support information such as the General Manager of the Woodlands Service Corporation. For example, if there is something on the agenda about building parks, I may need to know the ratio of residents to parks to be able to understand the funding required for growth. That information I will obtain before the meeting on Wednesday.

2. Experience: Your tenure on the MUD board is impressive. What were the most challenging tasks you feel you faced there and what do you consider your most valuable learning from that experience?

In MUD 40, we have one of the lowest tax rates of the districts, with Grogan’s Mill right with us. I voted against the tiered system because I believe people will not be impacted by such low financial consequences. The price must be much higher to impact water usage. I do not believe this will deter people from watering their yards or putting in additional hardware to reduce usage. I learned that common sense is the best tool for governing. The money we take from the public belongs to the public. If surplus sits in the bank, the public will know how to manage it better than us. The residents are willing to pay for what they need but not more. The public generally does not know the rates of other districts and the larger picture when it comes to water. For that and many other reasons, I would like to see a central repository of information, a one stop shopping information center similar to the City of Houston.

1. Opinion: In 2010, the number of directors drops to seven. How do you think the board will be able to handle the workload with only seven members

This can work! There has to be a blanket placed over the village associations so that the processes become part of those of the Township. I am thinking that two Township directors would be partners as representatives for one village. At least one of the two would always attend the village association meeting. Directors need to be at villages’ events and meetings. This will become more and more important as time marches on to 2010. Some level of participation is needed for directors to be a part of the community. We must be part of the hometown, having the heart and soul of the community and not have a political agenda in what we do.

4. Fire Department: Would you explain what you mean by central station needs an overhaul?

The fire station in Grogan’s Mill is old. It was built for local firefighting. It is now expected to serve much more as a central fire station for The Woodlands. Next to it is an empty county building that appears to no longer be needed by the county. We face an immediate opportunity to acquire that space, knock down the entire complex and finish the construction of a new central station to be what it needs to be, a response service for Grogan’s Mill and the central station for the entire community. Those 25 years of serving Grogan’s Mill has been accomplished. Now we should take this unique opportunity and build a new station for our future while we can.

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Campaign Website:Retain Peggy Hausman - home

Campaign Email: Send email to Peggy's campaign mailbox

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Claude Hunter 2008 Interview Township Director Woodlands Texas

Candidate Written Interview

1. What specifically do you personally expect to get out of being on the Township Board?

I seek only satisfaction for a job well done. A better question might be: What should residents expect to gain by Electing Claude to The Township Board? My reply to that is: I intend to continue to serve residents of The Woodlands and to complete the process approved by The Township voters. Our transition to a democratic governance is what I envisioned and have worked towards for more than ten years. My proven leadership record of working with others to achieve resident needs and to lower assessment/taxes while at the same time improving services and amenities provides assurance of positive results to the residents as a result of my being elected to The Township Board.

2. What are the primary resident values that you will use to prioritize your decision making for the villages?

The primary resident values I will use are: To ensure a seamless transition to a fully democratic form of governance free of the threat of annexation - a government of the people, by the people and for the people. I will continue to seek resident input by listening to constituents - in person, via e-mail and via my informational website I have maintained for the past three years at www.ClaudeHunter.com . My positive record of success in working with others to satisfy resident needs for more than ten years should be considered. For more details, please see the page titled “Issues” on my website at: http://www.ElectClaude.com

3. What are the primary commercial values you will use to prioritize your decision making for the business community?

Our business, light industry and commercial sector is very important to our economic and social success. We must maintain and improve high quality employment, shopping and tourist aspects that help us to be an even more complete and desirable community. A place where our property values and quality of life are enhanced and where others will come to shop or participate and thus help to make us a more desirable and economically successful community. Our business community consists of our residents, our employers and much of our potential economic success

4. Do you believe that resident issues or commercial interests are going to be your biggest challenge?

They are interdependent - they must work together.

5. What is your position on the future government of The Woodlands? For example, do you support incorporation?

The Residents of The Woodlands should make that decision at the ballot box. The role of Township Directors should be to support a deliberative community involvement process to study and evaluate merits and costs for governance options. It should include educational components to help residents make an informed decision based on valid information. Residents need to know that existing laws and agreements do not allow us to incorporate, or form some other governance, until we fulfill all aspects of our unique agreements with Houston and Conroe in May 2014. As a director I support beginning a deliberative process after a fully elected Township board is in place. Preparations for forming our own permanent governance may involve significant acquisition of land, buildings, equipment and money to pay for the substantial costs and preparations required to successfully incorporate, or to form some new form of permanent governance.

6. What is your view of the relationship between the associations and the Township during and after transition?

Association and Township Directors must work together to ensure that all the transition agreements are implemented on schedule and as agreed upon. Perhaps the best way to assure a seamless transition is for residents to elect candidates who have proven leadership and familiarity with staff and policies, such as indicated by their current service on boards of WCSC , WFD and perhaps WRC. Simultaneous service on boards that supply the services and on The Township Board that supplies funding during the transition should help ensure that the transition is seamless. It should be evident that there will likely be a majority of Township Directors on the Township Board who are not elected at-large by Township residents until after May 10, 2010, when a fully elected board will begin. Thus the election of five Township Directors with proven recent leadership in our community association governance seems especially important.

7. What is your vision of maintenance services for the community in the transition and afterwards?

The transition agreements should be followed. Thus maintenance services will continue to be supplied and handled by directors, policy, budget and staff of the WCSC until 2010. Then the agreements spell out timing for the demise of funding of WCSC. Maintenance services should continue seamlessly during the transition. After the transition, residents will control this and other aspects of governance by election of candidates with proven leadership capabilities and by replacement of any that do not meet the needs of the majority of Township voters..

8. What is your vision of the associations’ role in the future of The Woodlands?

The role of the Village Associations should not be significantly affected. As a Director, I will rely on input from all villages. The Associations agreed on the statement below, titled “Village Associations” for inclusion in the transition agreement. It answers most of the question. I will continue my support for a $10,000 donation to each village to help defray insurance and other costs. Starting in 2010, or when the Community Associations of The Woodlands no longer have jurisdiction, Township meetings should include a brief report by an elected representative of each village at every regular meeting. And, I believe, Township meetings should be at a time when residents, including village association leaders, can more easily attend and provide input to the board. I shall continue to attend as many village association meetings and functions as possible.

9. What changes would you like to see from our fire department over the next two years?

I have participated in planned changes that will ensure that The Woodlands Fire Department will significantly improve and become more cost effective to residents over the next two years. Plans, contracts and budgeting planned by the WFD Board and staff are now being implemented and must continue. In addition to the new facilities now nearing completion, we have planned for two new fire stations that are already included in five year budget plans. As an active member of the WFD board since 2002, I plan to continue to work to ensure that our county wide dispatch system, new emergency training center and other changes in facilities, staff, equipment and policy help make us more effective in saving lives and property and in providing much better area wide emergency services. The potential reduction of an additional eight percent in homeowners fire insurance with a total savings to residents and businesses of ten percent since several years ago that should result from the above improvements is substantial. We should continue plans to market our emergency training center to allow others to contract for use of the facility. That should offset our capital, maintenance and operation costs for the training center.

10. What are your ideas and vision for the tax structure for residents and businesses here?

The WCSC board and staff ideas and vision for an improved tax structure was approved by the three associations and The Township in 2007, including budgeting for plans sufficient to complete the transition. The planning and approval process extended into early 2008. These plans include replacing non-tax deductible assessments with more cost effective taxes as soon as possible after 2010 - as promised prior to the November vote of Township residents and detailed in subsequent transition documents. My ideas and vision are to work with others to reduce community association assessment rates an additional 16 percent for 2009 as planned in joint and separate meetings. Specifically my role as a sitting TWA Director, until at least March 2010, is to work to reduce TWA assessment rates by an additional 16 percent for a total of 31 percent reduction from the 2007 rate; and as a Township Director to provide funding to replace assessments dollar for dollar.

11. What is your position on the parks, trees and amenities provided throughout The Woodlands? Also please add any relative comments on the development of the Village of Creekside Park?

My positive actions on most boards and committees since 1997-2000 has been and shall continue to be to continuously protect and enhance our parks, trees and amenities throughout The Woodlands Township. The development of land in Creekside Park that is owned by others, is not a function under the control of any of the community associations nor of The Township. As an association and Township director I shall continue to work with the developer and others to ensure that master plans for our community are fulfilled consistent with, and in many cases improved over, Mr. Mitchell’s original vision for The Woodlands.

12. If you have any additional statements you believe residents or storeowners should hear reflecting your personal commitment to their welfare, please try to enumerate in 50 words or less.

For eleven years I committed to working full time to further improve this great residential and commercial community. Working together, we improve our quality of life and economic success. I want to continue to serve throughout the next three important transitional years as a Township Director. Please vote.

Candidate verbal interview

1.Debt: How are we the Township positioned for assuming the debt from TWA and other holders of debts to be transferred?

Most outstanding long term debt is for construction of Fire Station 6 and the new Emergency Training (formerly Fire Training) Academy. Economic Development Zones (EDZs) were created to finance those facilities with debt to be paid by Sales and Use Taxes. The separate EDZs have now been consolidated. We planned for the debt and the good thing is that if we need to finance additional debt, with resident approval, we can obtain bonding so we can get favorable interest rates and thereby lower costs. As a member of the Woodlands Fire Department Board of Directors, we worked with The Township Directors to ensure that debts will be paid off as planned. We are also working to ensure that other potential users of the Emergency Training facility help pay to offset operation and maintenance costs and may even cover part of the capitol costs for construction of the facility. Existing debts are a part of the transition agreements and are not a decision for new board members to face.

In TWA, we have already passed the median in valuation. That is important for the tax base. TWA residents will pay their own way for the debt incurred, since taxes must be uniform. There will be a continued need for pathways and other amenities in the newer villages.

2.Priorities: In that you have been so involved in change over the past 11 years in The Woodlands, where do you think your contributions might be focused in the next (transition) phase as we head for 2014?

I have been privileged to serve the residents full time for many years. With their approval, I shall continue to provide full time service - attending and participating in essentially all meetings that apply to our local governance, as I have for eleven years. I am not planning on slacking off and plan to continue to tend to and meet resident needs. I meet and work with as many residents as I can in an effort to better understand the needs of our community and to work with others to meet those needs. I was one who made promises to the voters. I have worked for more than ten years to be allowed to choose our own government and fully intend to fulfill all promises made. I made a sincere commitment to these historic goals. This will be a full time job for me - not part time. My day starts at 5AM and sometimes ends at 11 PM. What we are going to accomplish during the next two to three years in this new governance is important.

3. Passions: If I asked for you to talk about your greatest passion relative to this position, what would you say that would be?

Passion is by deed, not word. For me, the community has always been a priority. I was on the development appeals committee. I did not necessarily agree with the development company on many issues. I was there to represent the residents. From that work, I influenced the addition of more green space to the master plan. I got a pathway in Alden Bridge by seeking solutions to resident issues; it was not safe for pedestrians due to the lack of pathways. I was one of three, all elected, to get directors from both associations together to iron out issues between developing villages and established villages. At first, we were at odds, perceived to be representing the developers. Together however, we worked on law enforcement among other issues;we did a study and the residents got together on it; now we have a new sheriff. The Entergy power line issue, another passionate project – I got involved in a grass roots effort. Entergy wanted to go right through the villages with overhead transmission lines. We went to Austin on it and we were required to have our own lawyer. We negotiated with Entergy and the state agencies. By the time they saw our viewpoint, Entergy got on board and saved $1mm with a different solution. Now we have underground lines and no new high voltage overhead lines in our villages. I have been to Houston, working with committees there. I was the only elected person present for all four bills. I came up with the concise brochure for the Woodlands Decides Committee and distributed thousands of them. I have missed only about two meetings in the WCA. I believe in being there! I missed one because of cancer. “I figured if that didn’t kill me, my wife would” (laugh) because she had to help me out a lot then. “You know the surgery was on the weekend, and I had serious side effects, but the next Tuesday was a very important association meeting and I was there, as always“

Campaign Website: Go to ELECT CLAUDE campaign web site

Campaign Email: Send email to Claude's campaign mailbox

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Bruce Tough 2008 Interview Township Director Woodlands Texas

Candidate Written Interview

1. What specifically do you personally expect to get out of being on the Township Board?

My family moved here in 1974 before The Woodlands was developed. My father, Coulson Tough, was hired by George Mitchell to be part of his original “dream team” of visionaries who initiated the planning and development of The Woodlands. I have had the unique opportunity to participate in many of the activities from the beginning of the development and to experience the foundation of The Woodlands by the pioneers to the present day transition from the Community Associations to The Woodlands Township.

I love The Woodlands and I want to continue the dream and vision of George Mitchell for my four children and the residents of The Woodlands. Our transition to a central government in The Woodlands Township is another step in our ultimate future. In order to continue that dream and planned development to maintain our hometown, we need experienced leadership.

I offer my leadership and past experience from serving 10 years on the Woodlands Community Association board and five of those years as president of The Woodlands Community Association to maintain and continue the hometown dream of The Woodlands. I also currently serve as Chairman of The Woodlands Community Service Corporation and president of The Woodlands Fire Department having served in those capacities for the last seven years. I also would offer my government and legislative experience providing management oversight and policy review experience to the Community Associations. I have managed the budget of the community over the last 10 year period and served as a trustee on the Conroe Independent School District Board as the current second vice president and chairman of the audit committee with an approximate Three Hundred Million Dollar ($300,000,000.00) budget for the school district.

2. What are the primary resident values that you will use to prioritize your decision making for the villages?

First and foremost, I am a resident of The Woodlands and live in the Village of Cochran’s Crossing. I serve my village constituency and all the people of The Woodlands with the perspective as a resident. I interface with the associations continually to make certain that all decisions by The Woodlands Community Association are prioritized with our villages in mind. I will continue to do that when serving on the Township board.

3. What are the primary commercial values you will use to prioritize your decision making for the business community?

There must be a cooperative and cohesive working relationship between the commercial and residential interests of any community or city. One will not succeed without the other. There is no way that a resident community can succeed without commercial interests because the tax base would not support the basic residential services. The mission of George Mitchell was to work, live and play in The Woodlands. Work means having employment and business interests healthy and active in The Woodlands community and to make The Woodlands attractive for the retention of jobs and for future businesses to relocate here.

4. Do you believe that resident issues or commercial interests are going to be your biggest challenge?

From my past as the president of The Woodlands Community Association, the resident issues normally take a top priority because that is who comes to the board for their concerns and issues. The basic reason for that is that have 85,000 individuals who live in the community and they will have concerns and problems that will need to be addressed by the Township board. My experience in the past has been to find a resolution for the resident issues, calling upon my past experience where I have resolved issues successfully such as the proposed overhead power lines, closing of streets or opening of thoroughfares, adding additional pathways, the sound wall, cooperative shared use of facilities, accommodating expansion and growth in the community and adding to our parks and recreational facilities to keep up with growth.

5. What is your position on the future government of The Woodlands? For example, do you support incorporation?

I feel that eventually The Woodlands will become a city and I support having an election by the people to determine whether The Woodlands should incorporate. I do not presume that I know what the residents will decide, but I would support the offering of an incorporation election prior to 2014.

6. What is your view of the relationship between the associations and the Township during and after transition?

I expect that the Associations and the Township will need to work together cooperatively to achieve a smooth transition fore the city type services from the Associations to the Township. Anything short of complete cooperation and the continuation of providing the exemplary services to our residents will be unsatisfactory and unacceptable to me.

7. What is your vision of maintenance services for the community in the transition and afterwards?

In the drafting of the Transition Agreement I made sure that our city type services will be continued and maintained in a superior fashion because they will be provided through the three year transition period by The Woodlands Community Service Corporation, the entity currently providing those services. We will have sufficient sales tax revenue and ad valorem tax base to provide those exemplary services expected by the residents of The Woodlands. However, once the community is built out, the sustainability of providing high quality services will become an issue and a challenge, as it is with any city. Therefore, a sufficient tax base, coming particularly from commercial property and sales taxes, to support the continuation of these services is essential. Sustainability of growth and development will be a future concern of the Township

8. What is your vision of the associations’ role in the future of The Woodlands?

My expectation is that the Woodlands Community Association, the Woodlands Association, and the Woodlands Commercial Owners Association will dissolve or will remain dormant because the service delivery will be transferred to the Woodlands Township. The next few years have us moving to one central government entity to provide the services and a “one stop shop” for answers and responses to the residents of The Woodlands. I expect that the roles of the village associations will become even more important providing grass roots input to the Township.

9. What changes would you like to see from our fire department over the next two years?

I am the current President of The Woodlands Fire Department and have served as its president for seven years and served as a director on the Fire Board for nine years. Our fire department is our public safety entity that is provided today under the direction of the community associations. The fire department will increase its capacity with the completion of our new Fire Station 6 in College Park along 242 and the completion of our fire academy on I-45 close to Harper’s Landing. The fire department needs to continue to grow with the construction of Fire Station 7 in the new Village of Creekside Park and to plan for Fire Station 8 in the Village of Indian Springs. In addition to providing increased fire protection, these new improvements are intended to lower insurance premiums for The Woodlands residents. I see the fire department changing from traditional fire fighting to emergency response for hazardous waste spills, car accidents, and other emergency response issues. That has been the transition for fire departments throughout the country. Offering the most up to date, effective and efficient fire and emergency medical services to our residents will be my top priority.

10. What are your ideas and vision for the tax structure for residents and businesses here?

Under law, the property tax structure for the residents and the businesses will be identical. The property tax implemented by the Township would be in lieu of the community association assessments and it, together with the general sales tax, would provide overall tax relief to the residents. In the past, the residents have borne most of the burden of community financing through their property based community association assessments. That will change. Furthermore, the new Township property tax will be deductible whereas the community association assessments are not.

11. What is your position on the parks, trees and amenities provided throughout The Woodlands? Also please add any relative comments on the development of the Village of Creekside Park?

The two most important criteria factors that bring people to The Woodlands are our trees and our schools. To maintain that current structure is my top priority. I have done that through my service as a trustee on the Conroe Independent School District. I am committed to maintain our parks, trees, and amenities by implementation of a tree reforestation plan throughout The Woodlands and to maintain the existing trees throughout our community by means of a forest management program. As we continue to expand with the addition of new homes and streets, our forest declines and we must constantly replant and reforest those areas to achieve the same quality wooded environment. In connection with our amenities, I have been a consistent proponent of upgrading our older parks and building new parks and sports parks for the enjoyment of our children and residents. The development of Creekside Park has included the expansion of recreational and sports field activities as well as a five-mile linear park along Spring Creek.

12. If you have any additional statements you believe residents or storeowners should hear reflecting your personal commitment to their welfare, please try to enumerate in 50 words or less.

12. I have offered my candidacy to serve the residents of The Woodlands on The Woodlands Township Board because this is a critical juncture in the transition of government in The Woodlands. In 1999 I was elected as a director to The Woodlands Community Association Board of Directors and was elected as the president of that board and served for five years from the year 2000 to 2004. During that time I took a lead role in the study of our governance in order to prevent the annexation of The Woodlands by the City of Houston such as happened to Kingwood in 1999. I, along with Joel Deretchin, President of The Woodlands Association and the Community Owners Association and five others came up with a plan of action to prevent annexation of The Woodlands and to educate residents so that we would be prepared and able to provide an alternative to annexation by Houston. From the outset, I have served as co-chairman and founding member of the governance foundation committee; as co-chairman of the governance process committee and co-chairman of governance steering committee. During the 10 years that this process evolved, I traveled to Austin many times to testify in support of legislation which would prevent the City of Houston from annexing The Woodlands and to support enabling legislation that would allow the limited purpose Town Center Improvement District to become The Woodlands Township. That legislation, in addition to expanding the boundaries of the TCID to become community-wide, also gave voters the right to elect a seven member governing board from our community; to implement a tax deductible property tax which together with the sales tax, paid in large part by visitors to The Woodlands, will lower the overall tax burden on all of us. I support the will of the residents to have an incorporation election and to make decisions as to the future governance of The Woodlands. I have always supported the resident’s right to choose the future government of The Woodlands and I will continue to work for the residents and their right to determine their own destiny.

Candidate verbal interview

1.Personal: It seems you will be extremely busy with all of your responsibilities, assuming you are elected to the board. How do you plan to manage all that you do – family, business, association (service company), etc? Also, as part of this, would you elaborate on what your plan is for your participation on the school board, should you be elected to the Township board?

When I worked downtown, the commute made it a big challenge. Now that I have moved my business out to The Woodlands, for the past five years it is much more manageable. My business office is here and the clients are mostly here. I can attend meetings, events, and functions to stay abreast of what is happening in the community. My family comes first, work to provide for them comes next and then the community. All of these seem to work together quite well. I can manage the time effectively

2. Fire Department: You have stated that you want to see a transition in the fire department toward emergency response issues. Since we already have firefighting teams serving in that capacity, in a few words, what changes do you envision to accomplish that transition and to what degree of change?

Fire fighting has changed a lot over the years. I have served on the board for the fire department for 8 years. I am President now. We have built three stations since I have assumed a position on the board. Going forward, we will build a new station for Indian Springs, the new village and complete those being built. Our fire fighters respond to many types of incidents. We are the first responders for emergency services for resident health as well as fire issues. Inter-local agreements are in place with Conroe and other surrounding areas for mutual aid. I see more of the same. We have the best Hazmat team in the county. Our policy in response arrival time is five minutes. The station built at 242 serves the hospital, Harpers Landing and many stores and residences nearby. We coordinate with the other departments and will continue to look for more opportunities to improve efficiencies. The new fire station #6 and the training center are funded by sales taxes. This exemplifies the creative partnership that the Township has with the association. Traditionally, sales taxes pay for the fire department in city governments. Next year we should be able to have lower insurance rates from the upgrades this year. We have started work on this already.

3. Personal: How do you vision using your legal skills to the advantage of the community over the next three years? Do you believe you will need to be going to Austin again in the next legislative session?

Everyone’s skills are required in working together to provide the leadership necessary for our success. Being an attorney does provide added value. These days, we have a very complicated society. In this age of electronic information, processing information has become a challenge. My added value is in the interpretive skills I possess to process the information. I also have many resources to draw from, to make decisions. I do anticipate going to Austin this next year. I have been there every year since I started serving The Woodlands. I can give one or two examples of what I have done to show you what occurs every session. I worked with others to protect the fire department (and your tax dollars) for limited liability. I had to testify in the legislative session to get those bill passed to protect us. I went to Austin for the Entergy overhead line issue. I coined the slogan “Underground or go around”. I also went to Austin to testify to expand TCID and to obtain sales taxes. I also testified on changing the eleven-member board to a seven-member board. We no doubt must continue to seek legislative assistance to help us achieve a higher level of excellence. We seem to always face issues with how we receive water and sewage services. I anticipate that I will go to Austin to supplement our taxing authority with an ordinance-making authority, as well as some other process enhancements to help us be more effective and efficient.

3. Law Enforcement: How do you vision using your legal skills to the advantage of the community over the next three years? Do you believe you will need to be going to Austin again in the next legislative session?

This service has been one of my primary concerns since elected. In 2000, I chaired the committee working on law enforcement. We felt that we did not have sufficient policing manpower for the growing community. The sheriff then could not provide us with much information; therefore we studied the situation and made some conclusions, then acted on them. We had many teens die here in auto accidents and other tragedies. So we enhanced the patrols and educated the public on the alarm issues (time waster for our police officers). One of my missions is to have improved safety. We have a constant ongoing effort to study the issues and improve the services. The budget has been increased from $350,000 in the year 2000 to $1mm in 2004 to $2.7mmm today. Part of the solution was political, changing the Sheriff. Our consultant recommended the new beat model; we adopted it and it is in place. I served on this committee for the last ten years. Now we need to look at the Town Center contract and find the efficiencies to make the model work for all of The Woodlands. The pieces are in place and we have the resources to make one model for all of The Woodlands. We have been and will continue to be proactive in making this a safe community.
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