Pueblo EvitaRichvale Resorts has begun a refurbishment programme at Pueblo Evita, on the Costa del Sol, aimed at reviving a well-loved resort that has been operating for almost 30 years.

The new developer has also provided funds to support a more active on-site sales programme fuelled by a renewed marketing drive.

The aim, says Richvale, is to breathe new life in to a resort that for many years had little or no re-investment to drive up its image and reputation.

“We are a small, family-oriented resort built in typical Spanish style and we are working to our strengths by highlighting our ‘Spanish-ness’ and a holiday experience more akin to being in Andalucía,” says Ian Goddard, the resort developer.

A modern look has been given to the clubhouse with a new barbeque area, mood lighting on the terrace, new interior and terrace furniture, signage, parasols and awnings all bearing the new logos and look of Richvale Resorts. All in keeping with the architecture and feel of the resort.

Sofas and soft furnishings have been replaced in some apartments and the team has introduced a different approach to how the apartments are presented on arrival.  There is a fresh approach to on-site entertainment, which is designed to delight clients and deliver a holiday experience they won’t find anywhere else.

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Timeshare maintenance fee collectionCBC International and Resort Recoveries director Roy Caligari shares his thoughts on collecting outstanding management fees.

It’s the time of year again when the collection of outstanding, unpaid management fees becomes critical for resorts.

Crucial for the on-going operation of every timeshare resort, the collection of these unpaid bills, and how far a resort should go to do so, remains a hotly debated industry topic.

While great strides have been made in improving the image of the timeshare concept over recent years, the decisions made by owner committees, management companies and developers could easily destroy any success.

And with maintenance fees and perpetuity contracts already on the radar of the EU and U.K. authorities, this is one area of resort management that has to be handled correctly.

The industry is doing its part making it easier for ownership to be passed to the younger generations in the family when the time is right. There are also fresh sales and marketing initiatives underway making the timeshare idea appeal to younger folk.

This is all good news when it comes to the collection of fees. If ownership can be easily transferred the resort continues to receive payment for the upkeep of the resort. Fees can be collected easily as there is no ambiguity regarding who is responsible.

I have lost count of the number of times we have received letters from elderly owners saying they are no longer able to travel and incorrectly believing they can simply hand back their accommodation for no charge and in return for the cancellation of all accrued arrears.

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Monte Carvoeiro, The Algarve, PortugalIt is a sad fact that many resorts in Europe are running into financial difficulties – with some going into administration. However, not all cases are the same and, as the experiences of the owners at Monte Carvoeiro show, with determination, time and effort, it is possible to reach a successful operating conclusion.

Algarve-based Monte Carvoeiro is located on a cliff top just outside the small town of Carvoeiro and about 55kms from the airport in Faro.

The resort’s story begins in the early 1970s when a Swiss family built a luxury villa on the plot. Over the next few years, other villas were built and the development known as the Carvoeiro Club Villas was established.

In the 1980s, based on it earlier success, the same Swiss family bought other plots of land in the Carvoeiro area. Included in this was a large tract of land situated on the hillside overlooking the Carvoeiro village.  This became the location of the Monte Carvoeiro resort.

Resort construction began in 1983 and was completed in 1985 with timeshare sales beginning before completion in 1984. The developer decided at this time to split the resort so 50 per cent of the units were sold as timeshare while the remaining units sold as freehold.

The timeshare comprised 20 two-bedroom and 19 one-bedroom units. The resort was styled as a typical southern Portuguese village with an attractive central square complete with fountain and pool.

Sales were a great success and by 1989 over 80 per cent of the stock had been sold. Management was undertaken by a subsidiary of the developer and no committee was formed.

Problems began in late 1990 when the developer experienced financial difficulties and by 1991 many of the resort staff had been dismissed. The owners made contact with the resort’s trustee company who were keen to get involved.

Additional problems arose when the bank foreclosed on their loans and took ownership of the unsold inventory at Monte Carvoeiro and its sister resort Palm Gardens.

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