Overview

Sustainable tourism - community business

We are a profit making company with a strong ethos towards supporting the communities where we take people on holiday, and giving all our employees and stakeholders in the countries where we have set up an Adventure Alternative office a fair and equitable deal.

You could say we are a community business because we serve our customers and make money, and we plough profits back into local communities and we invest back into our local companies. We try our hardest to embody the best principles for sustainable tourism.

The more successful the business, the better it is for the community and the holiday, and the happier the clients. In essence this makes us more sustainable, but in a long term organic way that is more to do with integrity and quality. We have a very low staff turnover rate, but a high repeat business repeat rate.

It works just like any other business because what we offer meets a need and we try to deliver it at a price which gives value for money and gives positive social impact. We pride ourselves on expertise and quality, and we use local assets and landscapes and attractions in order to market our product. We feel that in taking the benefit of such places, it’s only right to give something back. We want to provide a great holiday that also improves quality of life and is socially responsible.

Sustainable tourism - developing people

It is a main concern of ours that an employee in any of our satellite offices should have the opportunity to create a long term career out of tourism and receive funding and encouragement to grow within the company. We actively promote this vision of equality in the workforce which has been hugely rewarding as well as a diverse and colourful challenge.

The different 'AA' companies set up by Adventure Alternative have by and large flourished and many still employ the same people who were involved at the beginning. Investing in the training and development of staff has enabled the operation to grow organically. Each company has its own organic growth journey, and our role is to adapt each support package for each organisation and culture. This challenge has given us a lot of great memories and fun over the years. It has also given its fair share of disappointments and failures.

In general the staff are proud that they are taking part in a developmental model of tourism. With a good salary and permanent employment, they can afford a good lifestyle and are keen to provide an authentic holiday for our clients. For the consumer this increases the so-called EFM, or Experience for Money!

All the senior staff from the regional companies travel abroad and often assist with holidays in other countries. They also spend occasional time in the UK office to understand the bigger picture of tourist markets. All the regional staff have direct correspondence with clients and we use quite a good cloud system for centralising documents and data.

Awards

Sustainable tourism - award winning travel company

Adventure Alternative has won the World Responsible Travel Awards twice now, once in 2009 for 'Best Personal Contribution' and again in 2013 for 'Best for Poverty Reduction'. The company also received accreditation by Sustainable Travel International for our internal processes.

We have also won the Roger Diski Community prize delivered by the Association of Independent Tour Operators twice in a row, and we are founding members of Fair Trade Volunteering and the Tourism Concern Volunteering Group.

Our ethos aims to make a profit with a sustainable tourism model that delivers positive economic benefits to the communities and areas where we work.

 

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Social enterprise

Sustainable tourism - social enterprise

Our vision has been to run a sustainable tourism business that allows everyone who is involved in providing a holiday to share in the economic benefits.

We know that at a local level tourism can really improve people's lives so we work closely with local people and help them develop a holiday that is well run and provides a high quality experience for our visitors. 

A key strategy of ours is to promote the idea of social enterprises in the areas where we work and to develop local social entrepreneurs with the revenue and potential of tourism. We do this by building a long term trust with our partners and investing in a way which reflects the culture of the place and needs of the community. We provide clients and help develop products, and ensure the local company becomes a DMC (destination management company) for other tour operators who are bringing tourists.

When the company began in the early 1990s the name was supposed to describe the alternative model for a travel company, although now it is much more mainstream. The 'alternative' idea for sharing the spoils of tourism and helping create long term sustainable benefits came about because of Gavin's own personal experiences and friendships made during many years of travelling and climbing around the world.

As long as the main tenets of equitable salaries (based on a proper measurement of the cost of living in that country) are upheld and their price is not just determined by what is cheapest, then we will continue to support the local company with training, resources and mentoring.

We firmly believe that local operators should be able to compete equitably, and without having to adopt the lowest price just to get the business. Holiday makers want quality and value for their holiday, and tourism will only be sustainable in developing countries when the tourist dollar is allowed to properly fill the pockets of every one in the supply chain.

Sustainable tourism as social enterprise

All of the companies are run as profit-making ventures but their character is more of a social enterprise. Where possible we try to ensure that every holiday has an identifiable local benefit, and this is connected to Moving Mountains which is a non-profit that Gavin set up to manage many community projects and developmental programmes and complement the revenue that the company was bringing.

The non-profit organisation 'MM' provides capital investment into infrastructure and facilities like electricity, machinery and buildings; the company 'AA' then generates revenue from tourism for the local stakeholders to get an income and build on the business opportunity.

We emphatically endeavour to be a socially conscious tour operator, creating long term benefits in social value from our holidays for our local partners and owners. We think of this as 'value' and 'quality' in a holiday, as much as we aim for high standards in guiding and management.

Sustainable tourism - investing in local communities

We have run many successful tourism projects which are a result of community organizations and businesses working together to generate financial and social profit for the entire community. In many cases there was no such environment before we came along, for example in the villages in Nepal and in western Kenya.

Communities love to share what they love about where they live, and of course they also like to make money and develop themselves. In developing countries this has not always been traditionally possible because of exploitative attitudes. We have a model that thinks in terms of social capital as well as financial return, and we think in long term chunks of time. We want to create a vibrant local economy with our holidays, but we also aim to sustain traditional customs and ways of life by committing ourselves for decades. Crucially that means not walking away when times are difficult.

The idea of community led tourism is not new, but it is inherent in our business model. Nowadays there is a lot of interest in sustainable tourism and in how holidays can have a positive impact on the places we visit. The debate is of course dominated by the fact that flights in themselves generate carbon emissions that are harmful to the atmosphere, but clearly holidays will not just stop. At the very least we can mitigate that irreversible fact with our business model and how we can best improve the circumstances of the people who make the holiday happen.

Apart from doing what we think is the right thing to do, which is essentially doing ‘good business’, we also find that it is a lot more enjoyable and has created many friendships along the way, and some great memories of this journey we have all been on together.

Sustainable tourism - investing in small businesses

We are very loyal to small businesses and enterprises such as local hotels we use which compete with the larger chains. Of course we provide clients, but we also help with investment in facilities and helping to raise standards. In some cases we become business partners.

For example we have been working with the Blue Line Hotel on the slopes of Mount Kenya for nearly twenty years now, and a few lodges in the Khumbu and we have invested in the Lupa Masa eco lodge on the slopes of Mount Kinabalu. All these small outlets have really benefitted from us and other companies using their facilities.

In remote areas we helped to set up co-operatives and business enterprises, for example Bumburi in the solu Khumbu was a dying village in an area which had no access to tourism. We worked with the villagers to improve facilities and offered homestays and trekking holidays below the popular areas near Mount Everest. We provided investment and a long term strategy which included oil and flour producing businesses, a tea plantation and IT.

Over a period of years the village has grown through sustained income from tourism and this has led to an increased quality of life. Now it is a thriving area, and the entrepreneurial spirit has established its own momentum. At the same time we still employ local villagers on our treks to ensure that new money is constantly entering the economy.

Sustainable tourism - investing in people

It is a main concern of ours that an employee in any of our satellite offices should have the opportunity to create a long term career out of tourism and receive funding and encouragement to grow within the company. We actively promote this vision of equality in the workforce which has been hugely rewarding as well as a diverse and colourful challenge.

Investing in the training and development of staff has enabled the operation to grow organically. Each company has its own organic growth journey, and our role is to adapt each support package for each organisation and culture. This challenge has given us a lot of great memories and fun over the years. It has also given its fair share of disappointments and failures.

In general the staff are proud that they are taking part in a good model of tourism. With a good salary and long term employment, they can afford a good lifestyle and are keen to provide an authentic holiday for our clients.

Voluntourism

Sustainable tourism - voluntourism

Much is written about the relevancy of volunteering and what benefit it can truly bring to communities. Our experience is that, done correctly, volunteering and gap years and school expeditions can provide fantastic benefits to areas, as long as there is a long term fair business model that involves local stakeholders and local needs which are identified culturally and geographically.

Nobody would ever deny the immorality of exploiting people's generosity for profit, so it is vital that every volunteering placement, elective, school trip or gap year has a clear developmental aim at its heart. This aim should be long term, involving stakeholders from the area being visited, and it should have evidence for showing its worth. This is the ethos of Fair Trade Volunteering, which Gavin Bate jointly founded as a movement for good practice in this area.

It is also the role of Moving Mountains, the charity which Gavin set up at the same time as the company. The company may run a volunteering placement or school trip through this website, but it is Moving Mountains which determines the nature and integrity of that trip.

Sustainable tourism - Fair Trade volunteering

We invite people to get involved with projects and programmes that our managed by our charity Moving Mountains. The school or home or clinic receives more than just cash though, the aim is for it to become self-sufficient through the money provided by tourism.

Volunteering and gap years are a form of tourism and they create an income stream for the community and the institution which is being visited. Gap Year trips or volunteering trips are an opportunity for cultural exchange and learning for all people involved but they also provide money for a local economy.

Every volunteer or gap year participant enables us to fund an institution or a member of staff. This is a direct percentage of the trip fee and if we manage to send 20 or 30 people per year then this is normally enough to allow the institution to become financially self-sufficient.

We also ensure that the community is not left to pay for the upkeep of volunteers. Accommodation is paid for at a healthy rate which allows growth and development.

For example in western Kenya all our clients stay on the site of the Ulamba Residential Home which was built by Moving Mountains. The home also has a clinic, an early child development centre, a community centre and a series of guesthouses on site. By filling those guesthouses with paying guests, it provides a substantial income to Ulamba which covers the cost of looking after all the children. Furthermore this income from volunteers has enabled the committee at Ulamba to develop the home, which now takes over a hundred children into the ECD every day. Ulamba provides local employment and it is now a well known centre for education, health, community programmes and sports.

Voluntourism as a business model

This business model is not unheard of and we are not re-inventing the wheel, but there is some suspicion about a type of tourism that utilizes one persons desire to help with another persons perceived need for that help. If this was just about business then no account would be made of those two desires, in fact they could both be exploited.

By introducing the developmental angle as the determining factor though (which includes all the correct processes of selection, training, feedback and evaulation) we can avoid that trap of commercialising the virtues of volunteering. In fact we can capitalize on it with great success because it is Moving Mountains that is commissioning Adventure Alternative to provide the holiday aspect of the visit and ensure that the client is legally protected under the UK Package Travel laws. The employees of AA are also volunteering for MM, in fact in many cases they used to be supported by the charity.

Our business model has had a long term positive effect on many communities and we have nearly twenty years of evidence to back up such a claim. Every client who goes to one of our projects is contributing to a success story which we are really proud of, and all because the money is being distributed correctly. Sustainable tourism and social development in our instance are not mutually exclusive.

Volunttering - spending locally, sharing equitably

Add to that the money that volunteers are spending in the markets for their food, plus the financial and management advice we give to local committees, and the financial integrity we provide through the local Moving Mountains and Adventure Alternative operations, and we have seen how volunteer holidays and school expeditions and gap years have quite literally transformed communities.

For us as a company, it is a simple question: "where is the money going?". We aim to make volunteering holidays a really beneficial and vital source of income for the host communities, as well as a genuinely good personal development experience for the visitor.

For Moving Mountains there are many questions around quality of life, development ideologies and evaluation cycles, and we recommend you visit the MM website to see how this is managed - www.movingmountainstrust.org.