2024 President's Message 12/6/24

Dec 6, 2024

Dear Members,

Thank you for joining us for the 2024 Annual Meeting, either in person or via Zoom. This meeting certainly had some unexpected outcomes, and I want to communicate a few things that I was not able to cover during my remarks.

As we head into 2025, please know that I, along with the entire Board, will continue to seek member input. As I stated in my earlier letter to the community, your input - no matter what membership class you are a part of - is vital to the club’s success. The Board will strive to provide clear and timely information about club activities, projects, and issues. We are committed to prioritizing member experience, which we expect each of you to feel through every interaction on campus.

We have a busy year ahead as we take the time to thoughtfully plan the projects which will begin in 2026. It will take a considerable amount of time, effort and patience. We will need your wisdom, knowledge and good ideas – we encourage you to participate through our committees and engagement opportunities such as meetings and surveys.

2026 Planned Project Updates:

Clubhouse

The Renovation Committee has expanded and invites additional member participation; an expression of interest is forthcoming.
The priorities of the Renovation Committee will be to finalize key maintenance items within the current budget and then to gather member input on what additional items can be included within the budget. This committee will be tasked with bringing these options to the membership by the end of Q1 2025.

Golf Course Updates

The survey results showed strong support for beginning course improvements in 2025/26, funded through a bridge bond. Due to permitting, legal considerations, and preparation time, the work is now scheduled for 2026, concurrent with or shortly after clubhouse renovations.

Click here for: Survey Results | Maintenance vs. Improvement Costs | Course Booklet

2025 Annual Dues

As mentioned at earlier member meetings, a 10% increase will apply to all membership categories effective January 1, 2025.

The Board elected to not initiate capital dues at the start of 2025, but rather allow the Capital Funding Committee to initiate its work towards completing a Capital funding plan for the campus by the end of Q1 2025. The committee will present its findings to members in Q2 2025 and implement the plan by mid-2025.

Please be on the lookout for an expression of interest email coming on Monday, December 9^th, which will provide further detail on each committee and the work that committee is tasked to undertake.

I look forward to serving you all in 2025.

Respectfully,
Tracy Jenkins, President

Below, please find a brief recap from the Annual Meeting.

Board Positions

Alan Harden: Resigned, leaving a 1-year vacancy to be filled by the Board*
Mike Nicolais: Resigned, leaving a 2-year vacancy now filled by Patrick Nielson.
Ryan Fell, Jim McDermott, and Elaine Lausten: Elected for 3-year terms.
*The Board is currently seeking the right individual to join the board for a 1-year term. As soon as that appointment is made, we will update the community.

Vote on Bylaw Amendments

Results:

In Favor: 161 votes (57%)
Against: 104 votes (43%)
The resolution was defeated (required 66.66% approval).

2/3 Refund-ability Update

The Board made the decision to grandfather all regular members as of 12/31/2024 to receive 2/3 refund-ability upon the sale of their membership. This policy will be included in the membership policies and procedures. All new regular members will be suitably notified that refundability may be changed from time to time by the Board.

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Member Survey Results 2024 Survey/Circulated March 2025

By La Cumbre CC • April 14, 2025

Dear Members, We would like to thank everyone who participated in the 2024 Member Satisfaction Survey. With 633 responses—representing 44% of our 1,431 members (830 primary plus spouses)—your feedback provides us with critical insights into what’s working well and where we can do better. The Good News : Several amenities are seeing improved satisfaction. The pool complex continues to shine, with strong scores in cleanliness, lifeguard service, and restroom upkeep—all performing above the industry average. Likewise, the fitness center remains one of our most used and appreciated facilities, with improvements in group class offerings, professional staff, and overall cleanliness. Tennis also showed notable year-over-year improvements. Court conditions, programming, and staff performance are now ranked among our strongest areas. These gains reflect both the hard work of our team and the investments made in these areas over the past year. Food & Beverage received mixed but directionally positive feedback. Members noted improvements in the quality and variety of offerings but also expressed concerns about service consistency, ambiance, limited hours, and the availability of healthier menu options. We recognize the importance of dining to the overall member experience and are actively addressing these areas. We are sensitive to the financial implications of a broad dining offering and are constantly balancing service hours, quality, and conditions. Golf Operations and Course Conditions remained stable, with strong marks for the professionalism of the Golf Shop team and the quality of service at bag drop and check-in. However, feedback on course conditions was more divided. While many noted ongoing improvements and praised maintenance during high play periods, others cited concerns with bunker quality, green speeds, and cart path conditions. At the same time, the survey highlighted important challenges. This was the first year we asked for feedback on Pickleball, and the results were clear: the program received the lowest satisfaction scores across all amenities. We recognize this is a growing area of interest for many members. However, due to limitations in our physical plant, sound restrictions, and other constraints, it may remain a difficult area to address fully in the near term. The most sobering results came in the categories of Club Governance and Financial Oversight . The strongest dissatisfaction came in areas of financial transparency, operational communication, and overall responsiveness. These concerns are taken seriously and reflect a core tension many of you noted in your comments: the challenge of investing in the Club’s future while managing rising costs.