⚠️To get clear facts about PTC and USTA, please open the original petition link on your phone and scroll down one full page. 

You’ll see an icon that says ‘XX updates.’ Tap that icon to open all previous updates and read the full information.

Here is Update 3. I’m sharing this to help reduce confusion and make sure everyone has clear, consistent information about what staff and players experienced during the privatization discussion. No individuals are named.

 
UPDATE 3 — PTC Communication: What Staff and Players Were Told During the Privatization Discussion

This update summarizes communication patterns reported by staff and players during the period when a potential USTA privatization was being discussed. No individuals are named. Many people described receiving inconsistent or incomplete information, which contributed to confusion and uncertainty.

 
1. Claims that PTC was “losing money”

• PTC is revenue positive every year.
• For FY 2024–25, PP&R confirmed:
  Operating cost: $1.63 million
  Earned revenue: $882,458
• The $2.2M figure was a Citywide cost allocation number, not PTC’s operating cost.
• No data was provided to staff to support claims of financial losses.
• Operating cost was incorrectly described as a deficit, even though earned revenue offsets a significant portion of expenses.

2. Claims that USTA would guarantee higher wages for PTC staff

• No written agreement existed.
• No financial model was shared.
• PP&R leadership had not approved any such arrangement.

3. Pressure to support USTA and discouraging open discussion

• Staff were not told that PP&R had not committed to privatization.
• Staff were not told that community advocacy is protected.
• These omissions led many staff and players to believe privatization was already decided.

4. Misrepresenting the USTA proposal as mandatory

• PP&R had not committed to privatization.
• The idea was exploratory.
• No public process or analysis had been completed.

5. Minimizing maintenance issues

• Delays were citywide, not specific to PTC.
• Repairs were already budgeted.
• Privatization is not required to fix the building. 

6. Discouraging transparency

• Staff were not told that transparency is allowed.
• Staff were not told that leadership welcomes community input.
• This created fear, confusion, and uncertainty. 

7. Personalizing the issue

• Advocacy is legitimate and protected.
• No directive existed to isolate community members.
• Advocacy was misrepresented as a threat rather than civic participation. 

How These Messages Shaped the Environment

These communication patterns created a narrative that PTC was failing and that USTA was the only viable solution. This narrative was not supported by PP&R’s FY24–25 financial data or by the City’s actual decision‑making process. The result was confusion, fear, and a sense that outcomes were predetermined, even though no commitment to privatization had been made. This update is intended to clarify what many people experienced and to reduce ongoing confusion.