Rogers unveils clear plan to secure the future of Tega Cay Golf Course!
Fellow Citizen,
I wanted to share with you a vision for our city’s golf course that I have been developing over the last couple months. While on the campaign trail I have been making an effort to seek the feedback of our golfing advocates. The most passionate of these advocates has been my father, Hamp Rogers, a former Men’s Golf Association President and long time Tega Cay resident. My dad introduced golf to me at age five and it was love at first sight. I continued to play golf through junior high school and for Fort Mill High School. I have always appreciated the blend of appreciation for nature and statesmanship the game instills. My first paying job was as a golf cart attendant for Dean and Mel, back in the 90’s when Tega Cay Golf Course was a semi-private club and in the brown clubhouse. I have never forgotten my love of golf or how vital our clubhouse and golf course is to Tega Cay.
I understand one of my opponents has been “spreading the word” that I would be in favor of selling the golf course. I wanted to clear the air on that matter immediately. I am a fiscal conservative and do not believe the government should have any hand in private enterprise, which I feel the golf course is and should be. I believe this because I feel the private sector will always encourage better quality at lower cost versus the government. I am not going to “forget my principles” because it is politically convenient for this election or any other. Principles only matter when it is inconvenient! Having said that I acknowledge that we are in a challenging economy and the likelihood of a private group buying the course for what we paid is not high.
Instead of trying to create a negative about my opponent and his ability to manage the golf course, I am going to do something no other candidate has done this campaign cycle, offer you a plan. I feel the city is heading in a great direction with the excitement and dedication the Frost Group brings to the table on the food and beverage end. This will finally get the club back in the direction it was seemingly heading before the food and beverage was shut down. If the golf course must be maintained by the city we have to look at a better model for our citizens, the course, and our future.
Back in January I began to seek out a clear alternative plan for the city and its golf course. I came across an interesting model for management that I feel removes as much politics from the day to day operation, while ensuring the people are in control of the course’s destiny. This model is a private not for profit 501c3 which would be overseen by a citizen board of directors appointed by the Mayor and Council. The 501c3 would actually take over the daily operations and management of the course from our current private management group, through an agreement with the city and council. This group would pay a monthly lease (that could cover our costs in debt service for the purchase) and handle all daily overhead. The other positive that this model brings to the city would be a guarantee that all revenues generated would stay in the golf course. As a tax exempt organization they would have to put all profits back into the course or donate to other non-profit efforts. I found this model in place with the City of Baltimore in their management of five municipal courses. While forming a plan I have had the pleasure to speak with the Baltimore Mayor’s office and several city council members, who have all said that this model was chosen over several others and has brought the net loss (before the 501c3) to a profit of millions of dollars. This positive cash flow has allowed for many amazing improvements to the city and its courses. According to the executive director of the Baltimore Municipal Golf Corporate, “it went from an organization that started with nothing more than dreams and hard work, BMGC’s sound business principles made it possible for the company to: invest over $6.5 million in capital improvements,donate over $4 million to Baltimore City youth programs, create a junior golf program that hosts over 500 participants every year improve course conditions with higher maintenance standards,provide its golfers with playing accessories normally found at exclusive resorts.BMGC’s has been honored with numerous awards, including the Reilly Award, a national distinction awarded to the best “Model of Change” in parks and recreation. Other municipalities such as Seattle, Indianapolis, Houston, Denver, Nashville, Los Angeles, Kansas City, Philadelphia, New York and San Antonio have sought BMGC’s assistance in managing their municipal courses.”
I have below the personalized plan for the city of Tega Cay and encourage you to read this proposal and submit any feedback you are willing to give. Our city has so many wonderful things to offer our citizens and guests. But this potential will never be realized if we sell ourselves short in the leadership we choose. These are serious times we face and we need serious leaders who are up to meet the challenges we face. I have proven throughout this campaign to be the hardest working candidate running. I hope this email will show you that I am also the most resourceful candidate running as well. I appreciate all that you have done for the city of Tega Cay and the opportunity to share this message. Please feel free to check out the campaign website, email me anytime, or call my personal cell listed below.
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Sincerely,
Greg Rogers
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Tega Cay Municipal Golf Corporation
A private not for profit corporation [501(c)3]
Step # 1: Have the Mayor and Council appoint an “assessment committee” to assess course operations and make recommendations for future direction needed for successful operation.
Step # 2: Based on agreement with proposal by the committee; establish a private not for profit corporation [501(c)3] called Tega Cay Municipal Golf Corporation. This direction would incorporate the best features of; a private management company, enterprise fund, and revenue authority.
Step # 3: Create a ten member Board of Directors for the TCMGC through volunteer appointed positions. These directors would serve three year terms through appointment by the board or Mayor. The chairperson of the Tega Cay Parks and Recreation committee would automatically serve on this board. Initially, five members of the board would be recommended by the first board chair. This first board chair would be recommended by the city assessment committee established to further this proposal (if chosen by committee). Three remaining board members would be appointed by the Mayor and/or council. All future appointments would be made at the recommendation of the TCMGC Board and the Mayor. The board chairperson would serve a term of one year, with no consecutive terms. This board should be comprised of business leaders, golf advocates, and civic minded citizens.
Step # 4: Draft Articles of incorporation with the assistance of private legal counsel for TCMGC.
Step # 5: Complete an application for 501(c)3 status with the federal government.
Step # 6: Establish corporate by-laws for TCMGC to entail the framework of the TCMGC, its members, staff, officers, and chair. This could include infrastructure that looked like; ten member board of directors and administrative staff. This staff could include; an executive director, director of maintenance, director of golf, course superintendant, and head golf professional. These bylaws could also detail when, where, and why the board would meet. Requiring that meetings be public and financial reports be provided monthly to the city and made open knowledge to the public. This staff could include; an executive director, director of maintenance, director of golf, course superintendant, and head golf professional. These bylaws could also detail when, where, and why the board would meet. Requiring that meetings be public and financial reports be provided monthly to the city and made open knowledge to the public.
Step #7: Draft a contractual agreement with the city of Tega Cay. This would be the most crucial part of the process for overall success. In this agreement the decisions would be made to set a payment to the city for rental of property and facilities. This would be required to retire the debt service for purchase of the land and facilities by the city. This agreement would also describe all powers and provisions for use of the course and facilities between the city and TCMGC.
Step #8: Plan a public meeting to present the proposal of TCMGC and allow for discussion with citizens.
Step #9: Upon acceptance of the proposal for TCMGC the city would adopt the contractual management agreement with TCMGC. Then the city would provide a “bridge loan” to TCMGC that would cover all expenses for the first month of operation. The city would then work with TCMGC to acquire a line of credit with a local bank for a term of at least five years that would allow for TCMGC to handle any immediate improvement needs for the course or facilities.
