volume ii, issue 5 …...2011/07/17 · now we’re forced to sharpen our pencils to maximize the...

See page 5

Developing world-class basketball players for the Houston

Rockets is the goal of the RGV Vipers. While doing that,

the Vipers won the NBA Development League Champi-

onship, topped League attendance charts, and saw Coach Chris

Finch named D-League Coach of the Year. Guess what's the hottest

ticket in the Valley and priced for family fun?

HoopingIt Up!HoopingIt Up!

Connecting You With

Local Business News

January 2011Volume II, Issue 5 www.valleybusinessreport.com

On very rare occasions in the Rio Grande Valley

we see snow. We all remember Christmas morning of

2004. What a sight! Kids of all ages played in ½” to 2”

of snow. It was a fabulous two days.

While we definitely don’t want the blizzard condi-

tions that the upper Midwest and the northeast saw last

month, but enough to make a little snowman in the

front yard would be welcomed by most of us.

It’s all about a change of scenery - something new

and different. For many, that’s a major reason some of

our neighbors from Mexico have moved to south Texas.

The Rio Grande Valley has new residents, new businesses

- which has provided a boost to our local economy.

Of course, this flight of residents and businesses

took on a new level a few months ago as violence

stepped up even more in northern Mexico. The move

is on and 2011 brings new benefits and at the same time

- adversities. New commercial investments and devel-

opments have begun, residential lot sales are up, homes

are being purchased, stores and hotels were especially

crowded for holiday shopping, grade school enrollment

has drastically increased, additional traffic issues exist,

etc. The scenery has definitely changed.

We all asked for a boost to our local economy and

we got it. Sure, with growth comes growing pains and

now we’re forced to sharpen our pencils to maximize

the business opportunities at hand. Personally, I see the

Rio Grande Valley bouncing back from the recession

and having a phenomenal year.

I’m not predicting a 1st quarter record comeback

or that the road will be easy, but I do believe from ob-

serving recent business activities and talking to many

local leaders that the Rio Grande Valley will see tremen-

dous growth in 2011. Certain industries and businesses

may not see the boost until late spring / early summer,

but all indicators I study and persons I trust for their

economic wisdom say, “it’s coming.”

The new scenery that our friends in Monterrey are

helping create is two-fold. This fresh and brighter en-

vironment for their families and businesses is a win-

win situation. The RGV offers business opportunity

and residential advantages unlike any other market in

the U.S.

While our economic future is not picture perfect or

exactly defined, positive days are ahead.

Change can be good. Embracing and smiling about

this change in scenery can be as positive as fresh

cookies during the holidays at grandma’s house. Just

ask my niece and nephew.

Todd Breland

General Manager

Valley Business Report

[email protected]

956 310 8953

Executive Summary

January 2011 • Valley Business Report 3

New Scenery in the New Year

Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Vipers Are Hooping it Up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Harlingen Country Club. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Texas Mutual. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

IDEA Schools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Burton McCumber & Cortez . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Sister MDs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Linda McKenna. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Laguna Vista Convenience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Bridges of Hidalgo County . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Coaching Cortez/Payton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Wetlands Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

El Valle Book Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

4 Valley Business Report • January 2011

Contents Valley Business Report StaffEditor

Eileen Mattei

[email protected]

General Manager

Todd Breland

[email protected]

Marketing Consultant

Cori Thomas

[email protected]

Production Art Director

Sharon Campbell

[email protected]

Website Design: Valley IT Solutions

Philosophy

We are a pro-business publication providing in-depth perspectives on business

trends and creating a forum in which business leaders can exchange ideas and

information affecting the local community’s economy.

Letters to the Editor

Letters of 300 words or less should be e-mailed to editorial@valleybusinessre-

port.com with the subject line: Letter to the Editor. Please include your full name

and city of residence.

© 2011 Valley Business Report is published by VBR Media, L.L.C.

Office: 956-310-8953

P.O. Box 2332 Mission, Texas 78573

Cover photo by provided by the Rio Grande Vipers organization.

By Eileen Mattei

When the Rio Grande Valley Vipers clinched

the NBA Development League Championship in

April 2010, that marked the first time a Valley team

had captured a national professional championship.

The basketball team’s storybook season included

having new coach Chris Finch named D-League

Coach of the Year, Vipers player Mike Harris named

the D-League’s Most Valuable Player and five Vipers

being called to NBA teams. Finch and his entire

staff were selected to lead the Western Conference

All-Stars in the 2010 D-league All-Star game.

The icing on this sports cake is fan support.

Avid Vipers fans pushed the Vipers to the top of the

D-League attendance charts last season, averaging

above 4,700 per game in a testament to a great fan

experience. “It’s a very exciting sport. I go as often

as I can,” said fan Kristi Collier, publisher of the

Winter Texan directory Welcome Home RGV. Having

the D-League gives Winter Texans a bit of home in

the Valley, she added. “Basketball is as popular in

their homes up north as football is here.”

Actually the prospect of entertaining Winter

Texans and local residents was one reason Alonzo

Cantu bought controlling interest in the Vipers

which has also five local, minority owners, including

two bank presidents. “I thought it was good idea

for the Valley to have more things to do. It’s good

for the kids, too,” Cantu said, a few days after

4,400 kids from 19 school districts attended a Vipers

game. “It was a great event. Some of the kids had

not had an experience like that before.”

Cantu mentioned several Vipers games have

been televised nationally on ESPN and Versus, and

each time the telecast brought positive exposure to

the Valley. “The Rockets have been easy to work

with. They come and practice in the fall and played

two NBA games here,” he added. Nonetheless,

Cantu admitted his investment will be even more

enjoyable once it breaks even as the team grows in

popularity.

A Vipers game combines affordable family fun

and the opportunity to watch great athletes playing

fast-paced, professional level basketball. Twenty

percent of current NBA players have come through

D-League teams. Local sponsors banners circle

State Farm Arena. Entertainment abounds--the

Snake Charmers dance team who are trained by a

former Dallas cheerleader captain, youth acrobatic

and dance groups, multiple audience challenges,

plus the Viper and Lone Star Bank mascots roaming

the crowd. The big crowd pleaser is the Big Screen

which spotlights fans who are asked to flex their

muscles, smile or kiss their honey.


Hooping It Up in the Valley

RGV Vipers owner Alonzo Cantu stood next to

Vipers star Craig Winder after his team won the

NBA Development League 2010 Championship

game. (courtesy RGV Vipers Organiation )


As one of the NBA’s official minor league

teams, the Vipers began playing in the Hidalgo

arena in 2007. Despite expectations the Vipers

would become a San Antonio Spurs affiliate, the

club began their second season as a farm team for

the Houston Rockets and New Orleans Hornets.

Then the Rockets realized the value of having their

own development team, according to Jonah Goldberg,

Vipers’ Director of Communications. Now the

Rockets decide what young players—often fresh

out of college—come to the Vipers. (A few have

been selected from walk-in tryouts held in Houston

and the Valley.) The Vipers team is trained in the

Rockets’ offense and Rockets’ defense. The NBA

team controls the coaching and the training. In

emergencies the Rockets can turn to the Vipers for

a player already versed in Rockets’ way with a ball.

Coach Chris Finch, who in the past took his

European teams to the playoffs 12 times in 13

seasons and won eight championships, is glad to

back in the U.S. and developing young talent for

the Rockets. “That’s what it’s about,” said Finch:

the Vipers exist to strengthen the Rockets’ chances

of taking the NBA championship. After an hour-

long practice on game day, Finch had reviewed

edited videos from the previous day’s game with

the team. “We do a lot of video work. The modern

athlete responds more to the visual,” he said. After

looking at what the team did right and what they

need to work on, the coaches go over how to counter

the other team’s plays and personalities.

Finch faces a tough challenge this season, more

or less starting from zero with only two players re-

turning from last season’s 11-man roster. “The first

thing to do is solidify everyone’s trust in each other.

You are very interdependent. It’s about building

the culture, reshaping the team every year,” he said,

coping with the fact that players move around during

the season. “We deal with players as human

beings,” not as the position they play. “They under-

stand we are looking out for their best interests, but

working to a higher purpose, winning a championship

for the Rockets. You can’t change the philosophy

along the way, but you can alter to use strengths

and weaknesses. We try to stay as flexible as possi-

ble.”

“We have the potential to be good. We’re not

where we want to be yet,” Finch concluded. Finch

works with two experienced assistant coaches, Paul

Mokeski and Jai Steadman, and athletic trainer Joe

Basketball fans, jammed to the rafters at State

Farm Arena, watched the RG Vipers capture the

National NBA Development League Championship

in 2010. (courtesy)

Resendez. The Vipers employ 10 in the front office

plus four interns.

The Vipers are active and visible off court, par-

ticipating in blood drives and school events. “All

of our guys have been really great about getting

into the community,” as part of the NBA Cares

theme, Cantu said. The team runs the Hoops against

Hunger program, taking the contribution of four

cans of food in lieu of a game ticket. It has hosted

the Skills USA opener, Pink for a Purpose, South

Texas Hoopsters, Winter Texan and other theme

nights.

The Vipers operate under an innovative affiliate

model that allows other NBA teams to offer contracts

to Vipers players. The NBA D-League Showcase

scheduled for South Padre Island January 10-13 ex-

poses young players to general managers and scouts

from the 30 NBA teams. Each team plays twice.

Scouts for overseas teams are there also. After three

years with a D-League team, players often decide

to give up on the NBA dream and take a big contract

with a team in China, Europe or like Craig Winder,

in Australia.

Basketball fans can watch every Vipers game

live on NBA Futurecast at www.nba.com/dleague

or, on January 12, catch the game on Versus. The

best choice of all is to show up at State Farm Arena

on game night and be well-entertained.


Craig Winder's 3-point shot wrapped up the Vipers' Championship game. Offered a lucrative overseas

contract, he now plays for an Australian team. (courtesy)

Dedicated Vipers fans gave the team the best atten-

dance record in the D-League last season.

(courtesy)


Country Club Turns Good Employees

Into Great Ones

By Eileen Mattei

For Tom Bloemendaal, finding good em-

ployees is the million dollar challenge.

“Mediocrity is not acceptable. We fight that

every day,” said the general manager of

Harlingen County Club. “For what we try

to provide here, you almost have to have

worked outside the Valley to have a reference

point for the level of quality, service and

style we expect.”

When Bloemendaal took over the facility

four years ago, the hospitality industry pro-

fessional applied what he learned early on

in his career: take long-term employees

and make them your biggest assets. Bloe-

mendaal’s approach is to tell staff, “You

know things that I will never know. There’s

only one reason we’re here: to take care of

these people. You tell me what I can do to

make it better.” Members buy into the ap-

proach because beloved staff is appreciated.

Bloemendaal’s goals are lofty. “I’m

here to establish an environment where peo-

ple are happy. The employees are happy,

and when members write out their check

for dues they are thinking it is the best

money they ever spent.”

In July 2008, Harlingen Country Club

members voted to build a new clubhouse.

Hurricane Dolly arrived two days later and

changed the scenario. The old, structural-

ly-compromised clubhouse was demolished

and a modest modular facility took its place

for the next two years. Club staff had to be

reduced from 85 to 28, dropping banquet

managers, locker room attendants, wait staff.

“It was one of the hardest things I ever had

to do,” Bloemendaal recalled. He arranged

for employees who were let go to get disaster

unemployment coverage while some senior

staff retired.

In October 2010, when the new Harlingen

Country Club facility opened, Bloemendaal

had to deal with doubling the club staff.

The attrition rate for new hires is 9 out of

10, he noted bluntly. During the 60-day

probationary period, it’s rare for an unsuit-

able hire to stick it out. “They just drift

away. I can usually tell if new people are

going to fit in after 60 minutes by watching

how they handle themselves in this envi-

ronment.” There are generational and cultural

gaps to overcome as well. “When I ask peo-

ple with visible tattoos if they would mind

covering them at work, there is a disconnect.

Our members are at an age where body art

is not appreciated.”

Since the majority of the club’s em-

Harlingen Country Club manager Tom Bloemendaal and longtime employee Espie Whitis show off the

patio of the newly-reopened club. (Mattei)


ployees have not been exposed to the level

of service and style that Bloemendaal seeks,

he takes employees to observe operations

at major country clubs in San Antonio,

Houston and Dallas. The initial reaction is

incredulity when they look at luxurious

buildings and the perfectly groomed staff,

Bloemendaal said. “They don’t see them-

selves in that manner. But they find out

they are no different than those people.

They are just as smart and as capable, but

they don’t have the confidence. Nothing is

more rewarding than to expose them to that

and work to bring them up to that level.

They reach the moment when they know

they can do it. It’s very emotional, and it

becomes contagious.”

Good employees need an environment

where they will be successful (and have a

compensation package that includes sick

days, paid vacation and insurance). Often

that means shifting people around between

departments to get the right chemistry and

avoid personality conflicts, the club manager

said.

Existing country club employees are

team oriented and expect new hires to meet

their standards. “They want someone coming

in moving and grooving,” Bloemendaal ex-

plained. “Everyone makes the same from

the gratuity (pool.). The more efficient they

are as a group, the better each does. If

someone is not pulling their weight, it is

handled internally by staff. They know

they are subsidizing the person who is not

up to it.” Nonetheless, they are willing to

take in an inexperienced person with a good

attitude.

Harlingen Country Club never advertises

positions. Instead, Bloemendaal finds staff

through TSTC’s Culinary Arts departments

or through referrals from employees and

friends. Of course, if he is eating out and

likes the service, he gives the server his

card with an invitation to come see the

club. On the other hand, the club’s servers

frequently are given business cards and in-

vitations for employment by satisfied mem-

bers who own restaurants.

The human element is key in hospitality,

according to Bloemendaal, who worked his

way up, earning accreditations from Cornell,

Michigan State and Cal Poly along the way.

“You’re only as good as your worst server

that day. My good strong quality employees

are mature professionals in the hospitality

industry who worked their way up.”

Striving for the perfect service environ-

ment, Bloemendaal manages by walking

around. “You can’t tell what is going on in

your dining room or golf course by sitting

in your office.”

Harlingen Country Club brings the area’s architec-

ture to life. (courtesy)


Safety Pays a Dividend

By Eileen Mattei

Getting a dividend check is sweet. It’s

even sweeter when it comes from your workers’

compensation insurance company in recognition

of your outstanding safety record.

Texas Mutual Insurance Company, the

leading provider of Texas workers’ comp in-

surance, last summer began distributing $100

million to about 38,000 policy holders in

Texas, marking the twelfth years of dividends.

Among the Valley companies which received

dividends are those which are classified as

high hazard because of the work they do: op-

erating machinery or working with sharp,

heavy or dangerous materials. Establishing

effective safety programs has not only won

Valley companies significant rebates on their

premiums, but has led to reduced insurance

premiums.

Following years of skyrocketing workers

comp premiums, Texas Mutual was established

by the State of Texas in 1991 to stabilize the

workers’ comp system with competitive rates

and guaranteed availability of insurance. Texas

Mutual, now a quasi-governmental corporation,

continues to work to help companies reduce

costs of on-the-job injuries and illnesses and

to foster economic development through a

stable workers’ comp system. Policy holders

are encouraged to take advantage of free serv-

ices that can improve safety programs and

safety records. Texas Mutual provides safety

videos, safety program evaluations and accident

prevention training materials from its resource

library.

“Dividends reward loyal policyholders

who share Texas Mutual’s commitment to

workplace safety,,” said David Wylie of Texas

Mutual. The dividend recognizes a business’s

progress in controlling claims costs and is

based on claims loss history, achieving an ac-

ceptable loss ratio. Dividends are comprised

of a retention component (over the years) and

an annual component.

BeYOND INCeNTIVeS

Dividends are certainly an incentive to

maintain a safety program, but they are not

the major reason to strive for a safer workplace,

according to Nik Shah, owner of All Star Met-

als. “The major reason for a safety program is

that it changes the entire environment.” A pro-

active approach to safety carries over into

workers’ personal lives and reinforces safety

awareness.

All Star’s Texas Mutual dividends are split

50:50. Half goes to employees in the form of

safety bonuses; the other half is used for safety

program development.

All Star Metals is a licensed ship recycler

and environmental remediation contractor.

The company was established in 2003 as a

ship recycler and has taken apart vessels as

large as the aircraft carrier USS Cabot as well

as numerous merchant marine freighters and

hundreds of barges. The company also provides

asbestos abatement and remediation and

processes scrap metals. A ship recycling yard

is a high hazard workplace, but All Star with

138 employees has a strong, effective and

award-wining safety program.

“The biggest thing that has helped the

company move forward is the safety committee,

with one representative from each department

and the president,” Shah said. A staff member

can describe an issue that needs attention, and

the owner is there to allocate dollars that help

resolve the issue.

“Our biggest challenge is to reduce the

DART rate to zero,” Shah said, “and we’re

looking to do that.” OSHA uses DART (Days

Away, Restrictions, and Transfers that result

from workplace injuries) to compare companies

based on man-hours, industry hazards and

number of employees. The goal is to have a

lower DART than the industry average, and

All Star works to have its rate at zero.

“We have taken a stand to strive for safety

and environmental compliance. We've opened

our doors to EPA and OSHA and asked them

to help make us the best,” Shah said. All Star

works toward continuous improvement. In

fact, the company has been so successful in

this area that it was presented with OSHA’sVPP

Merit Award. Under the Voluntary Protection

Program (VPP), All Star underwent a rigorous

onsite evaluation by a team of safety and

health professionals that focused on hazard

prevention and control; worksite analysis;

training; and management commitment and

worker involvement. OSHA directives state

that “VPP participants are re-evaluated every

three to five years to remain in the programs.

VPP participants are exempt from OSHA pro-

grammed inspections while they maintain their

VPP status.”

“We realize we are also going to save on

insurance, but that is a secondary aspect,”

Shah added. “The safer a workplace we are,

the better it is for everyone.”

Wildcat Gas Well Testing, Inc., in Mission,

is accustomed to receiving dividends from

Texas Mutual. “It’s a pretty good amount;

it’s substantial,” said manager Jim Nelson. “I

would say we’re in a higher risk business. But

we haven’t had accidents or any claims. Knock

on wood. Texas Mutual has online safety train-

ing. It’s good stuff and we make use of it.”

One of the company’s 40 employees is Rene

Solis, safety coordinator.

Dividends obviously don’t drive safety

programs, but they are a tangible acknowl-

edgment of achievement.


Helping a Great IDEA Become Better

By Eileen Mattei

The 13 business people who serve on the IDEA Public

Schools Board of Directors were chosen for their experience,

talents and a deep commitment to improving student

achievement and college readiness. They also believe in

the goal of having 100 percent of IDEA students graduate

from college. Chartered in 2000, founded and led by Tom

Torkelson and JoAnn Gama, IDEA Publics Schools has

grown to 16 campuses with 5,000 students and a waiting

list of 13,000.

The IDEA board meets in the No Excuses conference

room at the Weslaco headquarters of the non-profit. “It’s a

reminder of why we’re here,” said Board Chair David

Merrill of Brownsville.

Board service requires one of busy people’s most

precious commodities: time. The IDEA board’s annual

retreat spanned 2.5 days last summer. Board and committee

meetings demand more time. Yet Merrill pointed out that a

good strong board takes less time than an ineffective board.

“When you’re dealing with top notch professionals, which

I think we are, it goes faster. The board focuses on

governance instead of micro-managing. You get to talk

David Merrill, Chair of IDEA Public School's Board of Directors, is proud of the IDEA's graduating

classes where every student goes on to college.. (Mattei)

about the really important things, the things that are going

to make difference. That’s a lot more effective and a lot

more fun,” said Merrill, who is branch manager and

financial advisor with Wells Fargo Advisors.

The 2010 board retreat devoted almost a full day to

board governance. “What we are doing is setting policy.

The rule is to hire good managers and get out of their way.

We’ve got an inspired and visionary CEO in Tom Torkelson.

He doesn’t want us to have long board meetings because

he’s too busy. The essence of quality education is top-notch

teachers in every classroom, so the board needs to do

everything it can to sustain that.”

On the other hand, boards do not exist to give CEOs a

totally free hand. “A founder like Tom has a lot of influence

over how the board runs, but he respects the board. He

goes to board to ask for feedback and then puts it to use.

We are blessed in many ways. But you have to have in

place monitoring and auditing systems to protect the

financial system. A system of checks and balances is still

essential.”

Torkelson credited the board for providing invaluable

guidance. “We have people on the board who are at the top

of their fields,” he said. “They provide advice, perspective

and insight on a whole slew of issues.” The CEO said the

board does not get involved in personnel issues, which is a

tremendous benefit to smooth operations.

Merrill listed a few of the assets that board members

bring to the table: David Guerra of IBC,“with his really

good eye for financials; CPA Bill Carrera and Brian Disque

of Lone Star National Bank who serve on the finance com-

mittee; Eric Ziehe’s experience with commercial proper-

ty.”

Other board members are Mike Rhodes of Rhodes

Enterprises, Sergio Sanchez of BMP Radio, Esther Cortez

Treener of Fred Loya Insurance, Dr. Ruben Lopez, Paul

Sale of UTPA, Bill Martin of Morgan Stanley, Dr. Joel

Solis and Elsa Villarreal Beard of Teach for America.

Real estate broker Eric Ziehe rode around with IDEA

CEO Tom Torkelson analyzing potential school sites. “I

learned what locations work for a school and the quality of

education that IDEA provides. I wanted to do more for

them,” said Ziehe, whose daughter now attends an IDEA

school. He had been told by Valley industrial employers

that their greatest challenge to growth was the lack of an

educated workforce “At IDEA schools, it’s all about ac-

countability from the students on up to the CEO. When we

get school districts to change the way they do things, our

impact changes exponentially.”

Ziehe talked about the college signing event which

IDEA schools hold for graduating seniors. Each and every

senior, accompanied by parents who may not speak English,

signs a letter of intent stating the college they will attend

and graduate from. “We’re changing families and changing

the future of the Valley.”

Board member Mike Rhodes and his wife Lori donated

25 acres for the IDEA school in Mission and continue to

give the school a percentage of the sale of each Bentsen

Palms lot. Other benefactors have donated land for Donna

and McAllen schools. IDEA, supported in part by the

Gates Foundation and taxpayer allocations, enlists board

members to raise funds for the multiple college visits all

students take to accustom them to the idea of college going.

“When we are successful, we will be graduating more col-

lege-bound students that any other district in the Valley,”

Merrill said.

New members are joining the IDEA board in January.

“We’re likely to bring on attorney to make sure we are

cautious about how we do things,” said Merrill. He jokingly

offers one reason for his commitment to IDEA schools.

“You want that ambulance driver who shows up when you

have your heart attack to be well-educated.”

Starting his third year as the chair of IDEA’s board,

Merrill knows what it takes to have a highly effective

board: “Commitment, shared vision and a quorum.”


By Adolfo Pesquera

Operational on both sides of the Texas-Mexico

border and with clients worldwide, Burton McCumber

& Cortez is a regional company, but they have behaved

like a national accounting firm since their inception. A

full service firm known by its initials, BMC specializes

in commercial accounting, with the bulk of its clients

being mid-sized firms based in the Rio Grande Valley.

BMC long ago shed the stereotype image of the

green visor, pencil sharpening accountant overworked

by towering stacks of paper. This is a high-tech, paper-

less-capable versatile team. BMC’s partners approach

their clients with a can-do attitude. For example, a

manufacturer with production and distribution operations

can count on BMC to bring in Mexican accountants to

handle their audit and tax issues in Mexico. As their

work flow crosses the border, the firm’s Brownsville

and McAllen offices handle the audit and tax issues on

the U.S. side.

BMC’s structure benefits from its legacy. It was

once the RGV branch of Grant Thornton, one of the

largest accounting institutions in the nation. Richard

Burton, an external auditor, started the RGV office in

1979. Greg McCumber, a tax specialist, left Grant

Thornton’s Houston office to join Burton two years lat-

er.

“We purchased the practice from Grant Thornton

in 1991,” said McCumber, the managing partner. “Grant

Thornton had a Mexican-affiliated firm. We decided

that to give a really good, coordinated service we also

had to have a presence on the Mexican side.”

Burton and McCumber had a difference of philos-

ophy on how their Mexican counterpart should operate,

and the former Grant Thornton certified public accountants

approached Sergio Fragosa. The resulting affiliation

became BMC y Fragosa S.C., with offices in Reynosa

and Matamoros, Mexico.

In 1998, Richard Cortez merged his firm into

Burton McCumber and BMC had the final component

in a partnership structure that has continued to this day.

It is the second largest accounting firm in the RGV

behind Long Chilton LLP. “We currently have seven

partners on the U.S. side, and Fragosa in Matamoros,”

McCumber said.

Cortez, best known as McAllen’s mayor, is a senior

partner and heads up the firm’s litigation support de-

partment. In essence, he is an expert witness. Law firms

hire Cortez, for the defense or the plaintiff side, to talk

to juries about damages. A valuation expert, Cortez ex-

plains what assets are worth. He also does valuation

work outside of the courtroom as well as preparing re-

tirement plans. Cortez’s work is but another aspect in a

company that prides itself on a state-of-the-art accounting

process.

Auditors and the numbers police

Ricky Longoria, an audit partner who arrived in

1989, shows off BMC’s comfortable familiarity with

21st century accounting. And he uses what he knows to

add value to clients in ways they don’t expect. “Histor-

ically, auditors have been seen as a negative,” Longoria

said. “Our approach is we are there as part of your

team. We’re there to make your business better.”

Auditors come into a company and comb through

records. Akin to a drill sergeant’s inspection, the auditor

examines every nook and cranny and asks a lot of ques-

tions – sometimes embarrassing questions.

In the late 1990s, BMC look a leap of faith and

went paperless cold turkey. “It’s been one of the best

decisions we made, operationally,” Longoria said. By

taking full advantage of their commercial clients’

transition to popular electronic data entry programs,

BMC Takes Accounting to the Next Level


Greg McCumber, tax specialist and partner at

BMC. (Photo by James Hord)

BMC was able to match these with the best tools being

introduced within the accounting industry.

Longoria and his team harness the power of modern

data mining. They take corporate records and massage

information out of them using high-powered statistical

analysis software. Longoria uses IDEA Data Analytics,

a Canadian program that drills into millions of records

and find inefficiencies and fraud in seconds. “IDEA is

arguably the best tool out there,” Longoria said.

Mastering new age accounting has helped BMC’s

bottom line by requiring fewer accountants to do ever

greater amounts of work. And it gives them a competitive

edge over other accounting firms by helping BMC

keep their fees lower while still remaining profitable.

Usually advantages in technology tend to flatten out as

the early adopters are mimicked.“ It only flattens out,”

Longoria said, “ to the extent your competitors have not

switched to paperless. In our part of the world, the

competitors still use the paper audit approach.”

“In the old days, when we were going to a big

client we would say, ‘Let’s pack a trunk,’” Longoria

said. Accountants would literally haul around a foot

locker for all the documents they would accumulate.

“Now, we walk out of a client’s headquarters with their

files on a flash drive.”

BMC has about 70 employees, with approximately

40 working on the Texas side of the Rio Grande. And

while they operate out of four offices, the firm conducts

business with clients, not based on where employees

are located but by what they know.

Some companies function as if accounting is a

jack-of-all trades business, McCumber said. But ac-

counting has become too complex. “I do not get involved

in any of the audit side. Just like Richard Burton does

not get involved in taxes. We feel like that is a better

way of providing a service to our clients.”

Following that logic, when BMC got involved

with doctors the company splintered that business into

a separate in-house entity called BMC Medical Billing

LLC. Partner Josefina Mireles has managed medical

billing for more than seven years.

Looking ahead, McCumber is optimistic. The firm

did not reduce staff during the Great Recession. But

BMC has had to be more selective in its hiring of ac-

counting graduates from the University of Texas campuses

in Edinburg and Brownsville.

That may soon change, McCumber said, adding

he has noticed new confidence among the firm’s clients.

Their sunny outlook is not seasonal, but appears to be

long-term, he said. “We’ve seen an uptick over the last

six months in how they are projecting their business

going forward.”


Richard Cortez best known as McAllen’s mayor, is a

senior partner and heads up the firm’s litigation sup-

port department. (Photo by James Hord)

By Eileen Mattei

Two sisters, Dr. Christina Cano-Gonzalez and

Dr. Patricia Cano, agree that practicing medicine to-

gether is not so different from sharing a room when

they were growing up in Pharr. “It’s a much bigger

room now,” Dr. Christina said with a laugh, “and we

each have our own office.” The sisters grew up close

and their work as doctors has brought them closer on

a different level. Family First Medicine, their medical

practice which opened in August 2009 at Valley Re-

gional Medical Plaza, has brought them a professional

bond.

After their mother was injured in an accident,

Christina Cano, then a student at UT-Pan Am, spent

hours accompanying her to medical appointments

and translating English into Spanish for her. That ex-

posure combined with the language barrier determined

her career choice. “I decided I wanted to help people,”

she said. She majored in biology and psychology in

part because she had observed how a family member

with an illness affects the entire family dynamic.

Even more than what the doctor was doing, her

interest was captured by the interaction between the

doctor and the patient. Next came the University of

Texas-Houston Medical School followed by a three-

year Family Practice residency in Corpus Christi.

Dr. Christina was the first in her extended family

to go to college, helped by financial aid. Aunts ques-

tioned the wisdom of her becoming a doctor because

college, medical school and residency would take 11

years of her life. “You’ll be an old lady,” they

warned.

Patricia Cano, seven years younger than her

sister, in turn became involved in her mother’s medical

care. Once again the experience determined a future

of medical school and a specialty in primary care.

Following in her sister’s footsteps, she attended the

University of Texas-Houston Medical School and

completed her Family Practice Residency in Corpus

Christi.

“It was always the plan to work together once

my sister decided to go to medical school,” Dr.

Christina said. “When she decided she was going to

go into Family Practice, that was really exciting. I

hadn’t wanted to sway her (in her choice of a medical

specialty) because it’s what we’ll do for the rest of

our lives. In primary care you get to know your

patients. You see them all the way through their

entire life span.”

Dr. Patricia agreed, “We’re looking forward to

growing with our patients. It’s one of the things that

will bring us the most fulfillment.” Brownsville was

chosen for their medical practice

because the demand for Primary

care/Family Practice physicians

was great. “We could help more

people if we came into this area.”

The name Family First Medicine

is closely linked to its motto:

Our family helping yours.

Dr. Christina, who had been

with a Harlingen medical practice

for five years, said the trust and

balance between them is strong.

“She is my sister, but she is also

my colleague and I respect her.

I consult her. She consults me

like any other physician.” Then

each makes her own decision.

While Dr. Christina served

as a role model for her sister (and numerous cousins

who decided to follow her example and go to college),

the sisters operate the Family First Practice on an

equal footing. “I’ve never felt threatened or bossed,”

said the younger doctor “I came here fresh out of res-

idency, and I didn’t know everything that goes on in a

clinic. Her experience was really helpful.”

Dr. Patricia opened Family First two months

before her sister could join her and discovered a uni-

versal business truth. “It’s like any business in the

beginning. It’s all about people getting to know you.

They see you are listening to them and providing

good service.” Nonetheless, she admitted it was

almost too quiet in the early days before her sister

joined her. “It was a little lonesome. I was glad when

Christina came and I had someone to talk to,” she

said with a laugh.

“Brownsville has accepted us and the business is

growing. We’re very happy with the response,” Dr.

Patricia said. Fluent in English and Spanish, the

Board-certified doctors have found about 30 percent

of their patients prefer to speak to them in Spanish.

There’s also room to grow. The sisters look

forward to working with medical students from Har-

lingen’s Regional Academic Health Center which is

scheduled to transition to a full medical school in the

next decade. They already work with medical

assistants students from a technical college. “My

philosophy is what good is it to have so much knowl-

edge if you don’t teach it to someone else,” said Dr.

Christina. “When you learn something and teach it,

you build a legacy. We teach every day, educating

patients. We’ve been blessed. “

Sisters, Dr. Christina Cano-Gonzalez and Dr. Patricia

Cano at their clinic at the Valley Regional Medical

Plaza. (Mattei)

Family Practice Makes Perfect


By Linda McKenna

The Rio Grande Valley Partnership Regional

Chamber of Commerce has now entered its 66th

year of helping businesses grow and promoting

the economic and strategic importance of the Rio

Grande Valley as a region. The Partnership’s

stature today is a tribute to our many leaders and

their selfless and impressive hard work and per-

severance. Our regional approach represents the

aspirations and visions of many, backed by its

collective wisdom and ideals. “One Region, One

Voice.”

With this collaborative spirit in mind, the Rio

Grande Valley Partnership continues to evolve in

response to our changing economic, political and

social environment. At the Partnership’s November

board meeting, we held a strategic planning session

led by our Board of Directors, who represent a

broad cross section of community leaders in the

Rio Grande Valley. They identified areas of interest

that included Regional Economic Development,

Transportation, Promoting Border Security, Im-

proving the Quality of Education, Positive Com-

munity Involvement, Legislative Advocacy and

continued growth in Membership. These areas of

interest are very much entwined with one another

and will be our focus for the upcoming year. This

outlook for our organization will hopefully describe

a vision for the region.

Our organization is keenly aware that economic

development is a vital component of our basic

mission statement and key to our long term success.

We understand that we must continue to support

all efforts that contribute to our existing business

base as well as supporting all efforts that will

attract new businesses in order to have our region

thrive. To maintain and grow our regional economy,

we must also support programs that help promote

a quality educational system that will expand a

qualified workforce, one that will encourage new

business that will require skilled labor and prepare

the next generation of leaders.

We will continue to promote Valley unity and

promote the RGV market, while highlighting the

positive activities that take place here. Our or-

ganization will continue to have a hands-on ap-

proach and will aggressively increase our com-

munity involvement in order to help promote a

positive and progressive region.

The Partnership has always been a transporta-

tion advocate, the voice of a coalition of businesses,

chambers of commerce and local governments. It

is home to the Mobility Task Force made up of

representatives from across the Valley. We will

continue to monitor our mobility issues and work

alongside other transportation advocacy groups

as well as directly with TXDOT, the Texas Trans-

portation Commission and the Federal Highway

Commission. The designation of Interstate-69 for

SH-281 and SH-77 continues to be the top trans-

portation issue for the Partnership as it has been

for many years. We are making great progress


2011 Outlook for the Rio Grande Valley

Partnership

but there is still much to be done! The primary

focus is finding solutions to our transportation

issues by obtaining adequate funding for trans-

portation needs and working as a region to solve

these issues.

The Rio Grande Valley Partnership has for

over 30 years hosted 17 Legislative Tours. In

keeping with this proud tradition, we will again

be inviting all Texas state legislators to the Valley

to educate them about the unique assets, opportu-

nities and needs of the border region. This is one

of the most significant projects we coordinate to

benefit the entire Valley. The Legislative Tour

will take place January 20-23, 2011. Because of

the progressive growth of the Rio Grande Valley,

the geographic emphasis alternates with each leg-

islative session; this year, we will be focusing on

the upper Valley, including Hidalgo and Starr

counties.

Border Security and Immigration will continue

to have an impact on our educational system,

healthcare, economic development, and tourism.

During our 2011 Legislative Tour, we will have a

strong emphasis on this critical issue and plan to

coordinate presentations from local law enforce-

ment, educators, business, and community leaders

and will further review and discuss ideas on how

to best handle these very serious concerns. The

goal is to secure our border while maintaining

strong ties to our sister state and country to the

south.

At the heart of the organization are our mem-

bers. Being a dues-based organization, we under-

stand the importance of growing and maintaining

our membership base. We will be aggressively

reviewing and recommending new services, events

and programs that members consider essential to

their success. In addition, we will continue to

grow all areas of advocacy and transform the

voice of our member into action.

As we move along next year’s strategic direc-

tions, our organization will again embark on ful-

filling our region’s goals and aspirations and will

continue to have a promising future ahead. I am

confident that with the same visionary thinking

which began our organization in 1944, we will

continue to thrive and create economic prosperity

for everyone here in the beautiful Rio Grande

Valley.


Linda McKenna is the current President and

CEO for the Rio Grande Valley Partnership.

(courtesy)

By Eileen Mattei

Standing in front of the new Stripes/Valero store

on Highway 100 at the Highway 501 intersection,

Laguna Vista City Manager Rolando Vela described

the impact of development of the town of 4,000.

“For a large city, a store like this is just another

business. For a community like Laguna Vista, it’s

important,” explained Vela. The bedroom community

views the store as the beginning of commercial de-

velopment along Laguna Vista’s portion of the 20-

mile stretch between Los Fresnos and Laguna Heights.

According to TXDOT, an average of 8,000 to

10,000 vehicles daily zip past Laguna Vista on

Highway 100. Laguna Vista recently replaced its 40-

year-old town sign at the highway intersection,

signaling a new era. Until the large-format Stripes

opened at the end of December, the town had no

retail on the highway. Now the city is looking forward

to increased sales tax revenue as well as handy access

to gas for lawn mowers and to Red Box DVD rentals.

Yet Laguna Vista residents are intent on retaining

the community’s character and are taking steps to

control growth when it occurs. “We’re a small town

but we’re not insular. We’re trying to prepare ourselves

for growth and be proactive,” Vela said. The town in-

tends to welcome “orderly, quality development, con-

sistent with the character of Laguna Vista.” Because

the population is predominantly professional people,

both retired and active, with a very small percentage

of low and moderate income families, Laguna Vista

is in a good position to impose guidelines on growth.

The town hired a consultant to moderate an envisioning

retreat and collaborated with UTB’s Institute of Public

Service.

“We’re not sitting back and waiting for something

to happen. We want businesses that generate sales

tax, but we're trying to guide the development and

capitalize on our assets. Someone has described

Laguna Vista as a sleeping giant on verge of waking,”

Vela said. Community development and planning

and zoning agencies, composed of retired CEOs and

graduates of Ivy League schools, are updating ordi-

nances and rezoning highway frontage from agriculture

to general highway commercial. South Padre Island

Golf Course, an increasingly popular resort located

on the bay in town limits, annually chalks up about

15,000 rounds of golf played by residents and by nu-

merous vacationers who stay in long and short term

rentals.

The Stripes project was in development for over

two years, Vela said. “Many residents didn’t believe

it was going to happen until the ground was broken.”

The city built an extension of 510 immediately west

of Stripes so traffic will flow through the four-way

light.

The long lead time for the Stripes is not usual,

according to Otis Peaks, VP of Human Resources.

“We’re going to be there for a long time. We take the

time to do it right. We’re excited about being part of

the community.” He said the store, which has a full

kitchen and seating area in its 6,100 square feet, will

employ between 20 and 25.

“You don’t want to copy anyplace else. You

want to allow more hometown flavor to come through

and keep the same quality of life,” said Robert Ro-

driguez, the former SPI police chief who heads Laguna

Vista’s P&Z board. He noted the city is building on

the theme By the Bay. Laguna Vista Live: Music By

the Bay, a free blues and jazz event held several times

a year is the best known of the bayside promotions.

Work is underway on nature trails spread over 15

acres to attract hikers, bikers and birders to a safe, af-

fordable community that is the Gateway to the Bay.

Much of Laguna Vista’s highway frontage is

owned by the Yturria family which, residents report,

is receptive to selling property for quality development.

Looking ahead, Vela noted that traffic on Highway

510 is going to increase after December when the

road is officially designated as an alternate route from

the Expressway to Port Isabel and South Padre.

Laguna Vista Chooses Balanced Growth


Laguna Vista City Manager Rolando Vela sees the

opening of the Stripes store as the catalyst for di-

rected commerical development in the bedroom

community. (Mattei)

By Eileen Mattei

In Hidalgo County, flat-bottomed ferry boats

and row boats linked the north and south sides

of the Rio Grande for decades until they were

upstaged by the Hidalgo-Reynosa Bridge in

1926. Built by private investor Jerry Pate, the

narrow wooden-planked suspension bridge

swarmed with black cars crossing between Texas

and Tamaulipas. The book “Border Cuates”

(by Milo Kearney, Anthony Knopp and Peter

Gawenda) revealed that for many years border

cities (twins/cuates) separated only by a river

had much more in common with each other than

with their respective nations. Bridges helped

strengthen commercial, cultural and personal

links and funnel customers to businesses.

Approximately 80 years after the first Hi-

dalgo County international bridge opened, two

new bridges were put into service at Anzalduas

and Donna. International toll bridges continue

to rank as coveted assets because they bring in

revenue to the owners and spur new development

in the bridge area: customs brokers and freight

forwarders, retail and wholesale stores (mayoreo

and menudeo) and restaurants. Agricultural and

manufactured products flow in both directions.

The first Hidalgo bridge was damaged by

floods in 1933 and the bridge finally collapsed

in 1939, killing one motorist. A second suspen-

sion bridge lasted until 1967 when it was replaced

by a four lane concrete bridge. The City of

McAllen bought the bridge in 1960 for $1.6

million and later took over bridge operations.

In 1988, a parallel four lane bridge eased traffic

congestion. The county’s busiest port of entry,

the McAllen-Hidalgo-Reynosa International

Bridge netted approximately $10 million in the

last fiscal year with about two-thirds of the net

southbound toll revenue going to McAllen and

the balance to Hidalgo.

Hidalgo County’s second bridge went up in

in 1928 connecting Rio Rico and Progreso. The

original Progreso International Bridge was de-

stroyed by a flood in 1941 and for the next 10

years travelers used a hand-pulled ferry and

then a pontoon bridge. In 1952 a privately-

owned steel bridge two miles upstream at Los

Flores was completed. Arturo’s restaurant opened

the next year, followed by dentists and curio

shops and in the 1970s the first pharmacies. A

new bridge in 2003 separated truck traffic from

passenger and pedestrian traffic and reinforced

Nuevo Progreso’s standing as a tourist mecca

for locals and Winter Texans. In the past, 1.25

million pedestrians annually crossed into Mexico

Hidalgo County Bridges Funnel Traffic To Businesses


On July 10, 1926, the Reynosa Hidalgo Bridge

opened as the mayors of McAllen and Reynosa

met in the middle to celebrate progress.

(Photo Credit: McAllen Heritage Center)


on the port of entry’s canopied walkways. Around

one million cars paid southbound tolls.

“We’re seeing more and more Winter Texans

coming and crossing,” Bridge Director Julie

Ramirez said in December. “We’re delighted

and welcoming them back.” While pedestrian

crossings have dropped between 40 and 45 per-

cent because of cartel battles in Mexico, com-

mercial traffic (primarily grain) has increased.

THe NAFTA BRIDGeS

As NAFTA boomed, the 3.2 mile long Pharr-

Reynosa International Bridge opened in 1994

and was hailed as the world’s longest bridge

connecting two countries. The elevated span

prevented disturbance of habitat along the river.

Nicknamed the Intelligent Bridge for its techni-

cally advanced equipment, the border crossing

has continued to update its inspection facilities

resulting in some of the shortest wait times for

commercial traffic, according to Jesse Medina

bridge director. “We have become the fourth

busiest bridge on the southern border. At times

we pull ahead of El Paso, which is number

three.”

The technology, combined with expedited

document processing inspections through FAST,

enables Pharr bridge staff to process commercial

traffic rapidly. State-of-the-art equipment in-

cludes devices that can see through 10 inches

of steel and radiation detection portals that are

so sensitive they detect individuals who have

recently received medical radiation treatments

The Pharr bridge is the commercial crossing

closest to Reynosa’s maquiladoras. Bridge tolls

in Fiscal Year 2009-10 generated $10.6 million

for the City of Pharr. “Southbound car traffic

continues to decline and commercial continues

to increase,” said Medina. Car crossings in Oc-

tober 2010 for example, were down 10 percent

from 2009. Nevertheless, commercial traffic

was up enough to cause last year’s revenue to

exceed the previous year’s.

The opening of the $28.5 million Anzalduas

International Bridge on December 15, 2009, fol-

lowed 17 years of effort by McAllen, Mission,

Hidalgo and Granjeno, the partners in the venture.

“The Anzalduas Bridge is a straight shot to

Monterrey. People don’t have to deal with

Reynosa traffic,” said Rigo Villarreal, McAllen

bridges superintendent More than three miles

long, the bridge sees little pedestrian traffic and

no commercial traffic. It is a favorite of American

maquila employees heading to their plants on

the west side of Reynosa. The long elevated

bridge soars over traffic congestion in Reynosa

and protects the U.S. Fish and Wildlife’s wildlife

corridor on the Texas side.

Both McAllen bridges allow drivers to use

EZCross tags which speeds toll booth time.

SENTRI Lanes expedite immigration procedures

for carefully vetted citizens.

The Donna-Rio Bravo Bridge which was

first permitted in 1979, officially opened on

December 14 with a small ceremony attended

on the American side by people who had worked

to make it a reality. Donna’s goal in investing

in the bridge over those intervening years was

to bring jobs, growth and international trade to

the community. As sole owner on the American

side, the city will receive all net revenue from

bridge operations. Initially the bridge will handle

only passenger vehicles and pedestrians, although

commercial traffic is projected for the future.

Across Hidalgo County and northern Mexico,

despite shifts in the economy and outbreaks of

violence, the cities that share bridges remain

closely linked.

The McAllen-Hidalgo-

Reynosa International

Bridge is Hidalgo

County's busiest

bridge and source of in-

come for the cities of

McAllen and Hidalgo.

(photo credit Alan

Hollander)

By Deborah A. Cortez and Kathy Payton

Was 2010 all you had hoped it would be?

What are you hoping for in 2011?

Hoping won’t get the job done. Now is the

time to answer the following questions: Where

do you see your business financially at the end

of 2011? What non-negotiable benchmarks do

you have in place to track your progress? Do

your statements of mission (what you do) and

vision (the expected results of your work) need

to be revised?

Have you evaluated 2010? What didn’t

work? What did work? What needs to be

changed? What could you do that would set

you apart from your competition? How are you

going to maximize business opportunities in

2011?

Now is a great time to develop business

goals for 2011, and looking at the past is a good

starting point. Michael Gelb said, “Success in

any area requires constantly readjusting your

behavior as a result of feedback.” Formulating

a vision or goals for the new year involves more

than updating the strategic plan or spending

time with your financial advisor, although those

steps are important. In today’s radically changed

world, the competitive business climate demands

that we maximize each and every business op-

portunity. Review last year’s financial report

and identify any trends, both positive and negative.

With the help of your management team, scruti-

nize what was occurring in your business, per-

sonnel and community during those identified

trends. While this sounds like common sense,

some businesses fail to invest the time to analyze

the previous year and plan for a new year.

Yogi Berra said, “If you don't know where

you are going, you'll end up someplace else.”

One reason why many people go through life

not accomplishing goals is because they don’t

express their goals clearly and in detail. In de-

veloping your goals, be as specific as possible.

State your goals in a way that you and anybody

else could measure it. For example, “I will lose

10 pounds” is not as powerful as “I will weigh

135 pounds by 5 p.m. on June 30.” Can you see

the difference in those two statements? Isn’t

the second much more powerful? Remember,

vague goals produce vague results. Take the

time to craft goals and a vision statement for

2011, perhaps with your entire staff.

Use the C.R.E.A.T.E formula to write clear,

detailed goals.

C – Be clear and concise, have a detailed

description of exactly what you want.

R – Realistic – as defined by you, not other

people. (Remember to stretch a little!)

E – Ecological, meaning your goals must be

safe for everyone involved and the planet

A – As if now, make sure you envision your

goals as though you are experiencing them in

the present tense.

T – Timed and Toward – goals should have

an expected date on them and they should be

“toward motivated.” That means your goals are

focused toward what you do want, rather than

focused on what you do not want.

E – End step or Evidence procedure – how

will you know when you’ve reached your target?

Create a vivid, highly detailed scene in your

mind that captures the moment when you have

unquestionably achieved your goal.

After developing your goals, develop an ac-

tion plan including strategies and integrating

systems to track your progress on a daily basis

or as applicable to your business. Again, you

can’t sit back and hope it will be better next

month. Each month must count. Being firmly

tied to a specific plan to meet your goals may

not always be the best approach. More than

likely, you will need to adjust along the way.

Remember to be flexible. We have found that

the most flexible business or person is going to

be the one who achieves success.

Once an approach is decided on, execute

your action plans. Be sure to paint the vision

for your team. John H. Patterson said, “To suc-

ceed in business it is necessary to make others

see things as you see them.” Consider having

your goals and vision statement printed and dis-

played in various locations in your business.

Kathy Payton, CPNLP, and Deborah A.

Cortez, R.N., CPNLP, are co-founders of Aspire

Consulting Group specializing in life and career

coaching, as well as company training. For

more information or assistance in developing

your goals for 2011, contact Kathy @

956.245.3433 or Debby @ 956.536.7729

Forming a 2011 Vision for Your Business


By Eileen Mattei

On the Texas Tropical Trail at Port Aransas, on the

northernmost tip of Mustang Island, the salt marsh and

sand dune complex known as the Wetlands Education

Center (WEC) is a living laboratory complete with pelicans,

speckled trout and crabs. The two-year-old manmade

wetland on 3.6 acres functions like a natural marsh, but it

exists to keep authentic yet delicate marsh environments

safe. “We built the wetlands to bring the marsh to kids

instead of taking kids to the marsh,” says Steve Lanoux,

Assistant Director, Operations, at the University of Texas

Marine Science Institute which runs the WEC and introduces

people to the wonders of marine science.

Facing the Aransas Pass ship channel between the

Gulf of Mexico and Corpus Christi Bay, the wetlands is a

place to observe ecosystem dynamics: how plants, animals,

water and people interact where rivers meet the sea.

Marshes get little respect but time spent wandering the

board walk or the dune trails of the WEC will change your

mind about their beauty and importance. Water rises and

falls in this small marsh with the tides, thanks to a large

pipe from the marina jetty. How long does it take for a

manmade marsh to replicate a genuine one? “The first

redfish swam through three days after the initial flooding

two years ago,” Lanoux says. It has been evolving ever

since.

Start your visit to the wetlands at the Marine Science

Institute’s Visitors Center. Besides the whale skull and the

20-foot-long whale jawbone dredged from the Gulf, the

exhibits include 8 aquariums (don’t miss the chilled Artic

tank with tiny sea stars and trumpet sponge) representing

different habitats along with displays of shells and other

undersea residents. The center demonstrates that Texas

wetlands are nurseries for shrimp and fish and feeding

grounds for fish and shorebirds. Sea grasses and shallow

water act as a buffer for the land by slowing down storm

surges and erosion, and they simultaneously protect the

water from the land, capturing sediment and filtering out

pollutants. Detailed posters explain MSI’s worldwide

research projects.

Free guided tours of the wetlands leave from the

Visitors Center on Tuesday and Thursday at 10 a.m., but

self-guided tours are yours for the taking. Up on the

dunes, interpretive signs describe how the landscape is

being changed by wind and water. In the marsh, floating

bi-level platforms (open only to school groups) let kids get

into the shallow water and see what different species live

in this often-ignored environment. “They get dirty, sweaty

and have a great time,” Lanoux notes. Next to the marsh,

the Animal Rehabilitation Keep (ARK) shelters and reha-

bilitates injured turtles and shorebirds. Enterprising pelicans

drop in for a free meal, too.

The Texas Tropical Trail covers the state’s southernmost

20 counties. For more, see utmsi.utexas.edu.


Tales from the Trails Port Aransas’s Best Kept Secret

The Texas Tropical Trail at Port Aransas. (Mattei )

By Eileen Mattei

“El Valle: the Rio Grande Delta” is a sumptuous,

large format book of stunning photos and expert

insights published by the Gorgas Science Foundation.

The 360-degree portrait of the Rio Grande Valley,

presented in alternating pages of Spanish and English,

shows clearly how

rich in assets the

border is, from the

land and the people

to the plants and

animals.

Photographer

and Book Manager

Seth Patterson and

Executive Editor

Lawrence Lof

celebrate and ex-

plain the biological

and cultural crossroads we inhabit. The 284 pages of

“El Valle” brim with a wealth of details on the Valley’s

natural history and cultural heritage. In concise

chapters, 28 experts cover topic that range from arche-

ology and border brick architecture to Charro Days,

clay dunes, and Brownsville’s cemetery, from the

sail-powered fisheries of a century ago to the rare hy-

persaline ecosystem of the Laguna Madre.

Photographer and writer Patterson has done an

award-worthy job. Never before has the full spectrum

of the Valley’s bountiful diversity been seen in the

pages of a single publication. I loved his exceptional

photographs of local lizards, snakes and the incredible

variety of frogs and toads. His photos of Pan de

campo cooks at the Linn-San Manuel Country Cook-

off intrigued me as did the vintage photographs of

‘soldaderas’ of the Mexican Revolution. But there is

so much to enjoy and learn about in this full-color

here, no matter if your interest tends to fish, birds,

bobcats or old churches. All his shots capture the

Valley’s zest and magic. Patterson provides aerial

photos, wildlife photos and event photos as well as

underwater shots that reveal the jetties and their

marine inhabitants like sea urchins.

The list of contributing writers is impressive in

its breadth and their knowledge. Among them are

Frank Yturria, Pat Burchfield, Rosa Perez, Larry

Ditto, Melissa Guerra, Tony Reisinger, David Benn,

UTB professors Gene Paull, David Hicks, Manuel

Medrano and Antonio Zaveleta.

Available online through Amazon.com or the

Gorgas Foundation for $49.95, El Valle is a perfect

and memorable gift.


A Gift to treasure: El Valle – the Rio Grande Delta

Seth Patterson, El Valle photographer and book

manager. (courtesy)

volume ii, issue 5 …...2011/07/17 · now we’re forced to sharpen our pencils to maximize the...

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