“ It ’ s like a sliding scale in terms of how much the community is involved , whether the model is community-based or community-led , and what share of the benefits go back to the community ”
A woman picks tea leaves in a farm in Ilam . Photo by RMT .
Maintaining the Quality of Service
Another challenge that CHN faces is convincing community members and hosts to invest in upgrading their homestays and services . They don ’ t want to do this without guaranteed guests , while guests don ’ t book if the infrastructure doesn ’ t look appealing and comfortable .
CHN is trying to address this by educating the community members about the added value of investing in improved infrastructure . For example , the hosts of Shree Antu Community Homestay took personal loans from cooperatives and financial institutions to upgrade their infrastructure so that they can provide their guests with a comfortable and authentic experience .
Hygiene is a big area of improvement for CBT initiatives , especially those located in rural areas . Clean toilets , bed sheets , utensils , and overall cleanliness and hygiene are fundamental for a comfortable stay and hosts must be sensitized and supported to ensure that travelers feel at ease . Safety concerns , particularly for solo female-travelers , is another aspect that hosts can deliberate on and take proactive steps to help them feel safe .
Benefit-Sharing Among Community Members
Shivya Nath shares that , over the years , she has experienced different models of CBT . It ’ s like a sliding scale in terms of how much the community is involved , whether the model is community-based or community-led , and what share of the benefits go back to the community .
She adds that quite often the people who set up a CBT initiative and the people who run it are different . Those in leadership positions are often not from the local community , while the community members are treated as mere service providers . “ A communitybased initiative should be owned and led by the community . I ’ ve seen a community model where tourists are charged a hefty amount in pounds but the local community is paid a very meager amount in rupees . The company makes money off the community by positioning the initiative as a CBT model , but is it really one ? I ’ m not so sure .”
CHN tackles this issue by following an impact-driven business model . 80 % of the revenue generated goes to the homestay and experience providers , while CHN receives 20 % of the revenue which covers operations and marketing costs . Of the 80 %, the families hosting the travel experiences receive 80 % and the remaining 20 % goes to community development funds . This approach promotes local leadership , community ownership , mutual accountability , and long-term sustainability of communityled tourism initiatives .
“ It ’ s like a sliding scale in terms of how much the community is involved , whether the model is community-based or community-led , and what share of the benefits go back to the community ”
www . insidehimalayas . com by Royal Mountain Travel
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