Blog Post
Why We Need Sound Governance
Why We Need Sound Governance
La Cumbre Club Benchmarking Updates
Dear Members, Subject: Club Initiatives & Financial Updates I’d like to take a moment to update you on the work being done by the Board, our committees, and our management team to ensure La Cumbre’s long-term success. Committee Engagement & Financial Planning This Wednesday, committee members participated in an All-Committee Orientation led by Adam and his team. This marks the second year of this initiative, designed to strengthen collaboration with our management team and alignment across all committees. It was so good to hear from each department head about the work they do and the goals they have for their area of the club. It was truly an impressive presentation, and we are lucky to have this talented staff. I encourage members to get to know these leaders. Link to staff here . We recognize that many members have concerns about the club’s financial position. The Board, Adam, and I remain laser-focused on providing clarity—starting with our year-end 2024 financials and the development of a long-term capital funding plan. These challenges were not created overnight, and they will not be solved overnight, but we are actively finalizing financials and planning the next steps to position La Cumbre for a strong future. As I noted in my early January communication, a Capital Planning Task Force was formed to evaluate funding strategies. As part of this review, this week, our Asset Reserve Study was updated by Club Benchmarking, and the results are expected to be finalized in the next 8-10 weeks. Key Updates on Club Initiatives Capital Planning Task Force – Formed in mid-January, this group (Kevin Newman, Dan McGuire, and Rick Nightingale) has been developing a proposal that will be reviewed by Adam, our new Director of Finance, and me this week. We anticipate presenting it at the February Board meeting and rolling it out to members in early April. Clubhouse Renovation – Committee chairs and our contractor are finalizing detailed quotes for necessary repairs and improvements, with details expected to be shared with members by the end of March. Financial Leadership – Our new Director of Finance, Homer Allbritton, started on February 18th. His expertise will be instrumental in enhancing La Cumbre’s financial reporting, ensuring clarity for management, the Board, and members. Year-End Financials & Budget – The 2024 financials will be reviewed at the February Board meeting and posted on our website as soon as the audit is complete and our audit committee has approved them. The 2025 operating budget is also undergoing final refinements before Board review. Strategic Pillars & Club Development To ensure La Cumbre’s long-term success, we remain committed to our four strategic pillars: Member Experience – The member satisfaction survey was sent out last week. Once results are compiled, we will analyze feedback and identify areas for improvement. Employee Recruitment and Development – The hiring of Homer Allbritton is a key step toward professionalizing financial reporting, ensuring a clear understanding of the club’s financial strengths and obligations. Financial Responsibility – Our top priority is financial clarity and accountability. Now that Homer is on board, the Board will appoint a Treasurer and begin convening the Finance Committee in March. Governance, Environment & Sustainability – The Governance Committee met this week and began its work on these priorities: Aligning by-laws and policies with best practices and California corporate governance standards. Establishing a GM evaluation framework for consistency and accountability. Launching a Leadership & Nominations Committee to develop a Board skills matrix and engage talented members as future leaders. Member Engagement & Moving Forward Adam and I held a Coffee Talk on February 14th, where we had a productive conversation with about 15 members. Great questions were raised, and we had an open dialogue about club issues. We plan to continue these monthly Coffee Talks as an opportunity for direct member engagement—please join us for the next one on February 28th at 9:00 am! Link to RSVP here . Additionally, neither the Board, Adam, nor I will respond to anonymous communications. We welcome and encourage open, respectful dialogue and constructive feedback from all members—our goal is to work together to solve challenges. Thank you for being part of this journey. Sincerely, Tracy Jenkins President, La Cumbre Country Club
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
