Unfortunately, the property has significant maintenance needs that have gone unaddressed for too long. We plan to discuss these needs at the annual meeting, but the short answer is yes: necessary capital improvements over the next several years will require special assessments.

At this stage, we have cost estimates for only a few projects and have not yet established a timeline for completing the full list. Some work will take place in 2027. Developing a prioritized plan, including project costs, timing, and associated assessments, will be one of the new Board’s top priorities in the coming year.

Based on the warranty for the current shingles, roof replacement is anticipated around 2034. However, an inspection in the near future would help assess their condition and provide a more informed estimate of their remaining useful life.

Unfortunately, the property has significant maintenance needs that have gone unaddressed for too long. We plan to discuss these needs at the annual meeting, but the short answer is yes: necessary capital improvements over the next several years will require special assessments.

At this stage, we have cost estimates for only a few projects and have not yet established a timeline for completing the full list. Some work will take place in 2027. Developing a prioritized plan, including project costs, timing, and associated assessments, will be one of the new Board’s top priorities in the coming year.

Major capital projects anticipated for 2027 include Spectrum fiber installation; path, pier, and parking lot lighting; boat launch improvements; septic system updates; and updates to the WELCA office, hall, and locker rooms/bathrooms. These plans are still to be finalized.

Potential projects for 2028 include parking lot resurfacing and repairs; building siding repairs, staining, and painting; and pool room window replacement. Plans for 2028 are still to be determined.

We’re unsure which specific repair project this question refers to. The board has researched and compared pricing from multiple providers for association management, rental management, landscaping, and joist hanger work.

No other major repair projects have been put out for bid yet. If you identify the project you’re asking about, we can provide a more specific response.

The board considered the previous electrical contractor’s familiarity with the property but chose to pursue another contractor for three reasons:

• Overlapping business relationships: The contractor’s roles as an owner, WEL LLC member, and partner in the previous management company led the board to favor an independent vendor.
• Concerns about prior work and scope: The board discovered that the maintenance building’s electrical panel had been installed on a severely deteriorated shed, raising concerns about the suitability of that placement. Additionally, the contractor’s previous proposal did not include replacing the hardwired conduit serving the entrance sign, leaving a necessary component outside the proposed scope.
• Professional conduct: The board inadvertently received an email in which the contractor spoke negatively about board members and engaged in name-calling. This raised concerns about maintaining a respectful, productive working relationship.

Taken together, these considerations led the board to seek another contractor despite the previous contractor’s familiarity with the property.

Why do we need a reserve fund?

As outlined in the budget summary, our treasurer’s research identified a 15% reserve requirement for buyer financing through Fannie Mae, Freddie Mac, and conventional lenders. Inadequate reserves can limit buyers’ financing options, reduce the pool of prospective purchasers, and negatively affect property values.

Reserves also help fund major repairs and replacements. Eliminating the contribution could lower dues today, but those expenses would remain and could require larger special assessments later.

Why are dues increasing by 12%?

The approved 2026 budget benefited from temporary savings as board members and owner-led committees volunteered hundreds of hours over eight months to handle day-to-day property management. That level of volunteer work is not a sustainable operating model.

The proposed 2027 budget restores professional property management and calls for $551,000 in dues. For comparison, the prior board’s original 2026 proposal, which also included professional management, called for $695,921 in operating dues. The proposed 2027 amount is $144,921, or approximately 21%, lower.

While dues are increasing compared with the approved 2026 budget, that budget reflected temporary volunteer support rather than the ongoing cost of professionally managing the property.

The Blue Heron building has serious structural concerns that would require significant investment before the restaurant could reopen. While there has been interest in the space, no discussions related to reopening the restaurant or securing a restaurant tenant have progressed toward an agreement.

Given other, more pressing maintenance needs across the property, the Board has deferred plans for the building. The Board will seek volunteers to form a committee to explore potential options, including leasing, reopening, or demolition, and gather associated cost estimates.

A demolition estimate has not been secured. The Board will wait for the committee to present options and costs before determining next steps.

Ownership of the restaurant equipment remains unresolved, as neither the Association nor the LLC has provided credible documentation establishing ownership. Given the equipment’s age and deteriorated condition, the Board advised the LLC on September 2 that it could remove the items it believes belong to it. The LLC has not yet provided a proposed removal date.

Although removal creates an additional obstacle to reopening the restaurant, the building’s structural condition remains the more significant concern, as outlined in the previous response.

Removal must be scheduled in advance, completed within a reasonable timeframe, and leave no debris, damage, or other cleanup needs on the property.

The lobby has always been owned and maintained by WEL LLC. Earlier this year, staffing changes led WEL LLC to reduce its staffed lobby hours. After WEL LLC gave notice terminating its management services, and its role as the rental company subsequently ended, its staff was let go and the lobby was no longer staffed.

The Board recognizes that the lobby would be a useful space for WELCA and would consider options to use, rent, or purchase it. However, WELCA has been advised that WEL LLC is not interested in making the space available to the Association at this time.

The board would consider purchasing the Main Lobby and Maintenance Building from the LLC if the LLC were interested in selling it.

WEL LLC acquired the front lobby in 2018 as part of its purchase of Unit 302, which includes the lobby, gift shop, and maintenance building. That purchase also included several residential condominium units and Unit 301, which was the manager’s residence at the time. Unit 301 was later renovated and is now a rental unit known as The Eagle’s Haven.

Yes. Per the contract between HVH and WELCA; Hiller may operate on site at the Condominium in the vestibule between the Main Office and the Pool and/or in the Association office. Hiller will pay to the Association $1 per year, or partial year for 2026, as and for rent and use of this space. The Association acknowledges receipt of $2 for rent through 12/31/27.

Our boat dock reservation system still has room for improvement. While the app functioned well, consistent use of the system and adherence to reservation procedures remained challenges. As the busy season approached, it became clear that more on-site oversight was needed. During the transition to a new management structure throughout much of 2026, that oversight was not available at the level needed.

Our new management relationship with Hiller will provide stronger support for dock operations in 2027. The Board will work with Hiller during the off-season to clearly define responsibilities, procedures, and expectations. While further adjustments may be needed, these steps will help create a more consistent and accountable reservation process.

Repairing the boat ramp is very high on the capital improvements/special assessment list under the Property Planning section.

The plan is for Hiller to assume full responsibility for dock maintenance in 2027. Hiller will also remove the docks this fall, giving their team firsthand familiarity with the system ahead of spring installation. Going forward, all dock maintenance and service concerns should be reported directly to Hiller.

The dock reservation system is designed to prioritize property owners while also accommodating renters. Owners may reserve dock space up to two (2) weeks before their stay. Renters must reserve boat slips through the online system and may do so up to one (1) week in advance.

During peak boating season, from the fourth full week of June through the second full week of August, owners are asked to remove their boats from the water if they do not anticipate returning to the resort within seventy-two (72) hours. This guideline helps ensure dock availability for owners and renters during the busiest weeks of summer.

Dock capacity has generally been sufficient to accommodate demand. For that reason, the Board is allowing flexibility with the 72-hour guideline while sufficient dock space remains available.

Boat slips are intended to support owners and guests while they are enjoying the resort. Owners planning an extended absence are asked to remove their boats to help keep slips available for others. If demand for slip space increases, the Board may adjust dock usage guidelines to help ensure fair access for all owners.

The Board may review and update this policy as dock usage, rental activity, and operational needs change.

Repairing the path lighting is very high on the capital improvements/special assessment list under the Property Planning section.

The Board understands that the electrical supply to the front sign runs through the laundry building. The Association does not currently have access to that building and has initiated eviction proceedings to regain access.

The pool locker rooms are in poor condition, which has become more apparent following the recent pool renovation. Renovating this area is a high priority on the capital improvement list and will be considered as part of the project planning and special assessment process outlined in the Property Planning section.

In the meantime, cleaning is being performed under our management agreement with Hiller.

Yes, the Board received complaints about landscaping and other property concerns this past year. More than 300 complaint-related communications came from a single individual, covering a wide range of decisions and activities at the resort throughout the year.

The volume of correspondence far exceeds the number of distinct issues raised and should not be interpreted as reflecting concerns from a broad cross-section of owners. The Board reviewed the concerns raised and addressed them as appropriate.

The resort’s transition also involved temporary setbacks and delays in some improvements. While some issues remain, we believe the most challenging part of the transition is behind us. Our focus remains on resolving outstanding concerns and improving the property.

The Association will contract with a new waste removal company in 2027 to improve service reliability and better manage costs. The previous provider’s pricing, responsiveness, and service did not meet the Association’s expectations.

The garbage enclosures are also being modified to improve access, including adding wheels to support the weight of the doors and make them easier to open. These improvements should allow owners to access the dumpsters more easily and place trash inside without having to lift bags over the fence.

As previously communicated, no timeline has been established for connecting gas and water to WEL LLC’s maintenance building at Unit 302. The Board does not believe it is fiscally responsible for WELCA to extend additional utilities to that space while WEL LLC’s unpaid share of existing utility costs exceeds $6,000. Additional utility service would further increase that overdue balance. The other owners have covered these unpaid costs at their expense.

Additionally, grading, utility lines, and electrical service to the entrance signs were not included in the scope of the insurance claim submitted by the 2025/2026 Board and WEL LLC. Completing that work would therefore require additional Association funds. Including those items in the original claim could potentially have avoided this added expense, subject to insurance coverage.

You are correct that the parking lot lights were repaired a few years ago rather than replaced, although replacement has been recommended since 2021. The poles are now more than 20 years old, and the majority of their deterioration is attributable to age, rot, and deferred maintenance. Snow removal damage is only part of the issue driving the need for replacement.

The timing and source of the damage also require clarification. Damage was already present when the current snow removal provider took over. Without a documented assessment at that transition, we cannot reliably determine which provider caused specific damage or assign responsibility for those repairs.

We have not found documentation in the available records showing that the previous management company or its employees were held financially responsible for damage attributed to them. If owners would like the board to explore pursuing reimbursement from past vendors for past property damage, we are open to that discussion.

The Association purchased a UTV for $7,000, paid in full without financing. The Board considers it a good value given its versatility for property maintenance. It is equipped with a winch and can accommodate a small plow for areas that larger vehicles may have difficulty accessing.

When not in use, the UTV is currently parked at the front of the resort, consistent with the previous practice for the LLC’s golf carts. It is an all-weather vehicle, and no alternative storage arrangements are planned at this time.

The Association purchased a UTV for Nick’s use. It is equipped with a winch and can accommodate a small plow for areas that larger vehicles may have difficulty accessing.

When not in use, the UTV is currently parked at the front of the resort, consistent with the previous practice for the LLC’s golf carts. 

Nick worked as an independent contractor for WELCA for several months during the transition to our management relationship with Hiller. Throughout that period, he maintained appropriate liability insurance, and the Association has his Certificate of Insurance (COI) on file.

Nick is now employed by Hiller and continues to provide valuable on-site support.

Underground utility locating is complete, and Spectrum has begun work to restore internet service to condos 301 and 302. Spectrum will need access to all units to install Cat 6 cabling over the coming weeks, where that work has not already been completed. Underground fiber installation is also planned for October.

Spectrum’s target completion date is October 23, though this date is not guaranteed.

The unit phone lines stopped working following a storm in July 2025. The previous Board reviewed options for restoring service but determined that the cost and complexity were prohibitive, particularly given the widespread use of cell phones. The current Board agrees with that assessment and does not plan to restore the shared phone system.

Owners who wish to have a landline may arrange individual service. When last reviewed, the estimated cost was approximately $10 per month; current pricing and availability would need to be confirmed with the provider.

The Board cannot speak to WEL LLC’s reasons for restricting access. Under our condominium documents, all owners must provide the Association access to their units for necessary repairs and maintenance with reasonable notice, and on shorter notice in an emergency.

Despite repeated requests, WEL LLC has not provided keys, a keypad code, or another means of accessing Unit 302, which houses shared internet equipment and other common elements. Instead, access has depended on the availability of an LLC representative. This resulted in a five- to six-day delay in accessing the equipment needed to address the internet outage.

The Association is pursuing reliable, ongoing access through the legal process to help prevent similar delays.

Hiller has indicated that the locks are secure, but there may be confusion about their proper operation. Owners should review the instructions for their specific lock model: the Schlage Encode Wi-Fi lock manual or the Schlage FE595 Keypad Lever user manual for non-Wi-Fi locks.

To help clarify proper use, the Board has designed and ordered a prototype instructional sticker showing the correct position of the interior locking mechanism. Once approved, the stickers will be distributed to all owners for placement above the locks on the inside of their doors.

Hiller will add a line in the guest checkout list to be sure to return all outdoor furniture to assigned condo. Additionally, all owners should label their items.

During each turnover clean, housekeeping provides two rolls of toilet paper per bathroom: one on the holder and one backup.

Stocking Kleenex and coffee is not currently included in HVH’s scope of services, and these items will no longer be provided. However, the remaining cases of Kleenex originally purchased for WEL will be available until supplies run out. This decision was made after confirming that HVH would be responsible for the cost of providing guest pool towels.

We apologize that your patio door was left unlocked. Instructions have been added to all WEL cleaning assignments reminding cleaners to double-check that all condo doors, including patio doors, are locked before leaving.

Yes, Hiller does lease space in the WELCA office. Please see the Condominium Management Agreement posted on the Owners’ Portal.

Yes! The contract is viewable within the documents portion of the website. 

That’s a great idea! Ideally, the committee would help with the transition to Hiller Vacation Homes and continue serving as a liaison between Hiller and rental owners. It could also help coordinate communication between Hiller and the Board on grounds maintenance and other property management matters.

Snow shovels and salt buckets will NOT be required for Wild Eagle Lodge rental units. If you’d like to provide a snow shovel so your rental guest can choose to shovel their patio or balcony, that’s great, but not mandatory. All salting and normal walk way shoveling will be completed for all units both renting and private use owners.

Wild Eagle Lodge is a large resort, with a lot of moving parts, and until the management contract was complete, Hiller staff had to prioritize in-house guests and emergent issues before responding to other items. During the onboarding transition, HVH was triaging owner requests by need, and some items did slip through the cracks as we dealt with emergent issues. Moving forward, we are adding staff to our team in both housekeeping and our reservation office and we hope to segment requests to the right people and places to keep every owner’s requests replied to promptly.

Here are a few contact numbers to keep handy for afterhours to make sure you reach the staff member on call:

info@hillervacationhomes.com – this email is monitored 24/7 by multiple admins and is the best contact email to book reservations and request non-emergency maintenance.

800-445-5370 – our main phone number is monitored after hours by one of our admins. If you need support after hours, please feel free to call this number.

angelabash@hillervacationhomes.com – please contact Angela Bash directly for all housekeeping and general operations issues.

angela@hillervacationhomes.com – please contact Angela Foulks directly for all billing, revenue, advertising or software issues.

Non-emergent owner emails and messages will be replied to within 48 hours during normal working days. *Please note, emails with multiple recipients have been going to spam folders because email servers think they are phishing emails. Please send important messages to as few recipients as possible to ensure they are reaching the intended person. Emergency or time sensitive messages do get prioritized first and responded to immediately.

The Board’s responsibility is to act in the best interests of the Association as a whole, including both rental and non-rental owners. Individual rental agreements with a third-party management company generally place responsibility for rental operations and financial performance with the owner and the rental manager. The Board’s role is not to guarantee or maximize individual rental income.

The Board is responsible for consistently enforcing the governing documents, protecting common property, and addressing Association-wide insurance and liability risks associated with rental activity. While participation by more than half of the units makes the rental program an important consideration, the Board must balance its support for that program with its responsibilities to all owners.

Every owner we partner with has the opportunity to work with HVH to discuss their individual rental goals and nightly rates. Rates range wildly from 1-3 bedroom condos and because of finish level and updates within each unit. Additionally, rates change often based on real time demand, inventory and seasonality. Angela Foulks is happy to set up one-on-one zoom meetings to discuss rates and the algorithm used to create each unit’s rate system.

Hiller Vacation Homes doesn’t have 12 months of history with Wild Eagle to portray our own occupancy rates for the past year. Average annual occupancy for Wild Eagle Lodge should be around 40% or about 145 days booked. That’s our occupancy targets going into 2027.

Individual revenue and performance analytics can be provided to each renting owner upon request. We prefer to schedule individual meetings with each owner to go over their analytics if possible. Reports sent to WELCA do not included propriety revenue information.

All renting units are set up with dynamic pricing. Some renting owners have requested specific thresholds for their rental rates for both peak and off season, if no request has been made, the dynamic model sets thresholds based on competitive sets and real time data.

Renting properties are being marketed on https://wildeaglelodgeresort.com/ and https://hillervacationhomes.com/ as well as our integrated channel partners such as Airbnb and VRBO. Marketing email campaigns are being used to target past guests and new email subscribers that have not stayed at Wild Eagle Lodge. We will continue to do print marketing in local guide books and trail maps and are working with local entities for marketing opportunities.

No formal financial impact analysis was completed before the change. The Board’s priority was to address complaints and protect all owners’ ability to enjoy their property, while considering the potential financial benefits these events provide to rental-unit owners.

The decision to restore the 10 p.m. quiet time followed a high volume of complaints about previous events and a lack of effective event oversight and policy enforcement. Without those safeguards, the Board did not believe it was appropriate to prioritize event activity over the concerns of those affected by it.

Hiller is now developing an event policy and contract and is willing to manage events and enforce resort rules as part of its responsibilities. With those safeguards in place, the Board is open to testing these types of events again in 2027. Quiet hours could be reconsidered once a clear, effective process is established. At this time, Hiller does not believe the current quiet hours will limit potential event opportunities.

Response Coming Soon.

Response Coming Soon.

We agree that the ongoing conflict is hurting everyone. The Board would welcome a more cooperative path forward, but unresolved rule violations, unpaid shared expenses, and restricted access to Association resources still need to be addressed.

The Board has received more than 300 communications from a single individual related to the concerns outlined above, raising complaints and questioning nearly every decision made this year. These have also included threats of further legal action when communications go unanswered. While owners have every right to raise concerns, the volume, repetition, and associated legal threats have required significant time and attention that could otherwise support Association priorities.

Leaving the underlying issues unresolved places an unfair burden on owners who follow the rules and pay their dues and assessments on time. The Board has a responsibility to protect the Association’s interests and ensure that all owners are held to the same expectations. Our goal is to resolve these matters fairly and prevent them from escalating further.

The Board views this as an Association-wide issue because Wild Eagle Lodge’s digital presence affects more than the rental program. While the public-facing website and social media channels primarily serve visitors, they also shape how prospective buyers and the broader public perceive the property.

A strong brand, accurate and current information, positive reviews, and timely responses to inquiries help maintain confidence in Wild Eagle Lodge as a well-managed community. These assets support the reputation and marketability of the property as a whole, benefiting both rental and non-rental owners. For those reasons, the Board believes pursuing access to these digital assets is appropriately a WELCA matter.

At the most recent court appearance, the judge recommended that the parties negotiate a resolution. WEL LLC’s most recent asking price was $250,000 for the website and $250,000 for the Facebook page, totaling $500,000. WELCA estimates the combined fair value of these assets at less than $2,500. Given that substantial gap, the parties remain far from an agreement, and there is no confirmed timeline for restoring the lodge’s full online presence.

The next court date is October 7, 2027. In the meantime, the Board does not plan to incur additional legal expenses on this issue while there is no productive action available. WELCA remains open to resolving the matter sooner if WEL LLC is willing to discuss reasonable terms.

The subcommittees were formed in response to concerns raised during the previous election about owner involvement in significant financial decisions and property priorities. Examples included approximately $25,000 for HVAC in a building that had been unused for years and remained unsafe, and a proposed $600,000 pool while other major capital needs remained outstanding.

Their purpose is to give owners a direct opportunity to help evaluate needs, research options, and provide recommendations to the board. This helps the board better understand owners’ priorities, incorporate their feedback, and strengthen participation across the ownership community.

We encourage owners with concerns or ideas about the property’s future to join a subcommittee and help shape its direction.