News from the President - 1/28/25

Jan 28, 2025

Dear Members,

In an effort to keep everyone informed about the Board’s work and activities, I am pleased to provide the following update. Please take a moment to grab a drink and settle in for this detailed overview of recent progress and plans for the future.

Board Orientation and Strategic Focus
On January 16, 2025, the Board participated in an all-day orientation. This session included a review of governance best practices, a discussion of the Club’s four strategic pillars, and a comprehensive campus tour with presentations from each department lead.

The Board's work will be guided this year by the following four strategic pillars:

Member Experience
People (Staff and Management)
Financial Stewardship (including capital maintenance and improvement)
Governance Best Practices

This orientation helped Directors have a deeper understanding of the current issues the Club is facing and the investments required to ensure its long-term physical and financial health.

Board Policy Manual (BPM) and Governance Seminar
To enhance clarity and consistency in governance, we introduced a Board Policy Manual (BPM). Each Director has reviewed it and provided input, and the manual is slated for adoption at our upcoming January 29, 2025 board meeting. The BPM, once adopted, will be available on the website for all members to reference.

In addition, Directors were asked to watch a three-hour seminar on Club Governance. The seminar is linked  HERE, and I encourage all members to explore it, even in smaller increments, as it provides valuable insights into governance best practices.

Formation of the Governance Committee
We have created a Governance Committee, led by Roberta Collier, as representative to the Board. This committee will focus on:

By-law revisions
Board Policies (BPM)
Leadership Development (identifying and mentoring future Board members)
Establishing a fair, consistent evaluation process for the General Manager

Committee Assignments and Structure
Committee assignments are being finalized. The Board will review committee charters, member participants, and committee goals at our January 29th meeting. Updates will be shared with members afterward.

In 2025, we are implementing a committee structure which reflects governance best practices. Committees will be categorized as follows:

Board Committees: Finance, Governance, Membership, Renovation, and Traditions & Standards. Chaired by Board members or designees.

Operations Committees: Golf, Greens, Member Experience. Chaired by respective department heads (e.g., Golf Committee/Mark Thirtle and Green Committee/Lauren Lasocha), with Board representatives engaging member input.

Finance Committee Update
Currently, we do not have a full-time controller or a finance chair. To address this, we have hired a contract accountant to finalize the 2024 books and are in the process of hiring a controller. We are working to appoint a Director to serve the one-year term vacated by Alan Harden to oversee the Finance Committee. We anticipate appointing someone to this role by the end of February, with Finance Committee meetings resuming shortly thereafter. In the meantime, budget preparations are underway, and approved documents will be available on our website.

The Finance chair will focus on two critical initiatives:

Refining the golf course funding model
Analyze reserve study to determine capital dues for mid-year implementation

Renovation Committee Update
The Board remains steadfast in its commitment to carrying out only the necessary renovations and repairs that can be fully funded by the member Assessment contributions.

Once we have a clear understanding of the required fixes and the associated costs, we will present the membership with potential options for enhancements using any remaining funds. Our goal is to ensure transparency and collaboration throughout this process.

We anticipate sharing this detailed information with members by the end of Q1 or early Q2.

Board Goals and Communication
I have asked each Director to provide me the top 3 goals they feel the Board needs to accomplish in 2025. These goals will be prioritized and aligned with the four strategic pillars during the Board’s January 29th meeting. I plan to share the priorities and provide regular updates on progress made throughout my term.

I also welcome your input—please email me at tracy_volunteer@lacumbrecc.org with your priorities or suggestions. (Note: The Club website previously listed my email incorrectly, so if you emailed me over the past several months, I may not have received it.)

Improved Board Operations
To enhance efficiency and professionalism, all directors now have access to a Board portal for essential documents. In addition, Directors will soon receive La Cumbre-specific email addresses (such as mine), creating a streamlined approach to communication between and with the Board. Approved Board minutes will also be available to all members under governance => Board of Directors.

Closing Thoughts
Thank you for your thoughtful care and engagement with our wonderful Club. I look forward to providing further updates and working together to make 2025 a successful and enjoyable year for all.

Warm regards,

Tracy Jenkins
President, La Cumbre Country Club

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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.