...I implore the powers that be to look at these items again.
Matt
This is one of those issues that bumps up against philosophies, about which reasonable people may disagree (and it's been said before) but I feel like it needs to be repeated anyway: Over time and a lot of cases, you would probably discover that you don't really want the decision-makers to try to understand as much about each car that gets listed, as you describe.
That leads to a situation where the system is allowed to consider all kinds of factors, and encourages subjectivity. In many places (art criticism, writing editorials for the Post, etc.), subjectivity is wonderful but in this business, it has historically led to outcomes that are ultimately unhealthy for a racing category...
I won't dive into "rules creep" or "performance adjustments" (bleah!). The problem that grows from well-intentioned efforts to "do a really good job" of spec'ing IT cars is inconsistency - where over time we end up with a bunch of listings that don't all apply the same assumptions, math, and policies.
That's where we are now, and fixing that is a huge priority for the ITAC.
People will tell us - heck, we say it ourselves - that "the system fails Car X." Yeah - that's absolutely true in some examples. But that's the way we have to play the calculus for the benefit of the entire category. If we fiddled and fudged to get the numbers right to make Fox Mustang owners feel positive about the outcome, we'd have a system that allowed - demanded, actually - that we do the same for everyone else. Chaos ensues, ITAC members can tweak the rules to further individual agenda, lobbying becomes a fulltime business, a few members make out like bandits, and the membership at large loses faith in the club.
There was a time in the '80s when any serious Showroom Stock competitor assumed he/she would sell the car right after the RubOffs, and started calling contacts at SCCA global HQ with a vengence, before making ANY decision about what to buy for the following year. I don't *think* that is how you want IT to be.
By limiting the factors we can consider, reducing the opportunities for subjectivity to the bare minimum necessary to address major misses (that's going to be ONE when we're done, right?), and by prescribing what we do with the numbers, we get consistency.
K