submitted by an avid tennis player and contributor to the resident study of Tennis Center
I normally don’t respond to dialogues such as this, but I believe that the comments are a good assessment of the situation, except that it doesn’t address the major underlying problem.
The Tennis Study Group has no authority and has no access to information….financial or administrative. The intent of the Group’s report was clearly defined, and clearly outlined a path to the best solution for Pelican Landing. The Tennis Study Group would have willingly made the financial analysis, if the numbers were made available to the Group.
Members of the Tennis Task Force and PL Board of directors can disagree, and have the authority to continue business as usual. However, there was not enough effort given by the Tennis Task Force and their resulting report to analyze the administrative and revenue solutions proposed by the Tennis Study Group. Only they have the numbers, and therefore only they can make the necessary financial and administrative analysis. When the task force submitted their report and subsequently proposed their three motions to the board, there was no supporting evidence of such an analysis, and they therefore subjectively dismissed the Tennis Study Group’s recommendation to change the revenue cycle and management scenario.
The Tennis Task Force did not step outside of the closed world of WCI to investigate other scenarios used in operating a well-run tennis center. WCI stamps out the same solution with all of their properties and hires the Association Manager who eventually becomes the resident’s association manager. Their tennis facility management solution is an easy way for them to set-up a structure in which they will have little direct management involvement in the tennis center. It appears that present administration wishes to continue with this scenario in lieu of a structure which would provide a better value proposition to all owners.
WCI although often very supportive, is a corporation with their own interests in mind. They often make value decisions and value engineering decisions which puts WCI ahead of the interests of the residents of the communities that they build.
It appears that we will continue with that type of thinking, and business as usual.