10 Black Adventure Groups Helping Travelers Reconnect With the Outdoors
10 Black Adventure Groups Helping Travelers Reconnect With the Outdoors
https://www.fodors.com/news/photos/black-travel-groups-helping-black-travelers-explore-the-outdoors
Across the U.S. and beyond, organizations are helping Black travelers rediscover a long-standing connection to nature through adventure, community, and exploration.
Black Americans have a complex history with access to outdoor spaces, including national parks, forests, and recreation areas. Yet some of the earliest stories of Black movement across America tell a different story.
During a recent guided nature walk retracing Harriet Tubman’s life in Auburn, New York, a survivalist explained an important point. Many escaping freedom seekers spent nearly a year on the run, relying on the land for food, medicine, and shelter. The lesson revealed that those ancestors weren’t just survivors but skilled survivalists.
However, this relationship with the land has changed over time. With the ever-present threat of violence, segregation, and other discriminatory practices, outdoor spaces were rendered inaccessible and unwelcoming. As a result, many Black Americans lost the ability to forage, build shelter, and navigate–skills once essential for survival.
Over time, the separation from nature fueled the persistent trope that Black people don’t “do” the outdoors. But today, that narrative is changing. Across the country, Black adventure groups are lowering barriers and creating welcoming entry points for new adventurers while also reclaiming a long-standing connection to nature.
Here are ten organizations helping Black travelers reclaim their place in the outdoors.
PHOTO: Necota Staples
1 OF 10
National Brotherhood of Snowsports
The National Brotherhood of Snowsports (NBS) is an organization dedicated to supporting and increasing Black representation in winter sports by providing resources for Black skiers and snowboarders.
Founded in 1973 as a coalition of Black ski clubs, the nonprofit organization aims to increase participation and encourage community among winter sports lovers. But early members confronted major challenges. Older NBS members recall when segregation restricted access to ski lifts, often forcing them to hike up the mountain before skiing down.
And at its inaugural gathering in Aspen, the National Guard was reportedly on standby, since it was unusual for Black skiers to visit major resorts en masse at the time.
Today, the NBS hosts its annual Summit, one of the largest gatherings of Black skiers and snowboarders in the world. The week-long event combines skiing, snowboarding, and networking at major ski resorts.
In addition to hosting events, the NBS supports future athletes through programs like its Olympic Scholarship Fund. The program supported athletes, including Henri Rivers IV and Tallulah Prouix, who competed at the 2026 Winter Olympics in Milano Cortina.
2 OF 10
Camp Yoshi
For travelers who like the idea of camping but are unsure where to start, Camp Yoshi offers some solutions. Founded in 2020 by Howard University graduate and chef Rashad Frazier, his wife Shequeita, and brother Ron. The Oregon-based company was created with the goal of creating a space where everyone, especially people of color, could connect with nature.
Camp Yoshi curates full outdoor adventures designed to eliminate the stress of planning. The company takes care of logistics before travelers arrive… it prepares campsites, provides necessary gear, and maps out routes so participants can enjoy the experience.
Trip packages range from backpacking day trips to multi-day adventures in destinations such as Hawaii, Puerto Rico, and Japan. The group also hosts family trips and private tours.
3 OF 10
Outdoor Afro
When conversations shift to the Black outdoor movement, Outdoor Afro often comes to mind. What began as a blog in 2009 has grown into a national network helping thousands of people experience the outdoors. Founder and outdoor leader Rue Mapp launched the platform to celebrate and amplify Black connections to nature.
Today, the not-for-profit focuses on reconnecting Black communities with land, water, and wildlife through outdoor education, hands-on recreation, and conservation activities. Across the country, Outdoor Afro hosts beginner-friendly events–guided hikes, introductory camping trips, birding, and kayaking outings.
Extending its impact even further, Outdoor Afro also promotes water safety through its Making Waves Program. Launched in 2019, the initiative provides swimming scholarships, or “Swimmerships,” for Black children and their caregivers to take swim lessons. The goal is to help every Black child and caregiver learn to swim. It also aims to help Black families and the wider Black community develop a positive relationship with water.
4 OF 10
National Association of Black Scuba Divers
Explorers have long been captivated by the underwater world, and the National Association of Black Scuba Divers (NABS)–a group dedicated to Black divers–works to ensure that people of color also enjoy the experience.
Founded in 1991 by diving pioneers Ric Powell and Dr. A. Jose Jones, the organization was formed to bring together Black divers and address issues that limited Black participation in scuba diving.
Today, the group is a network of affiliated clubs with more than 2,000 members who share a passion for diving and ocean exploration. Divers are connected via training programs, educational resources, and national dive summits.
5 OF 10
Black Surfers Collective
The Black Surfer Collective, a Los Angeles nonprofit, uses mentorship, education, and community programming to make surfing accessible to people who may not have regular beach access.
The group hosts events such as Pan African Beach Days and Freedom Summer to encourage families, young people, and first-time surfers to participate in water safety instruction, surf lessons, and youth leadership programming.
6 OF 10
Black Outside
For many young people, their first camping trip may spark a lifelong affinity with the outdoors. Black Outside, Inc., is working to create those moments for the next generation.
The nonprofit, founded by outdoor educator Alex Bailey, develops programs that connect Black children and their families with nature. One of its major initiatives is Camp Founder Girls, where participants build leadership skills and confidence while exploring nature. It is widely recognized as the country’s first historically Black summer camp for girls,
Additional programs extend that mission. Brothers With the Land introduces Black boys to environmental learning, while Homecoming brings families together through community-focused outside gatherings.
7 OF 10
Black People Off-Road
Off-roading and overlanding have grown in popularity among travelers looking for an adventure in remote landscapes. Black People Off-road is helping to ensure that the growing movement includes diverse adventurers.
When founder Necota Staples launched the group, his goal was to create a friendly space for Black travelers drawn to off-road exploration. What began as an online community has grown into a network of more than 4,000 outdoor enthusiasts united in their passion for vehicle-based travel, overlanding, and backcountry camping.
Members connect through in-person meetups and social media to share travel experiences, tips, and inspiration.
The group emphasizes education, sharing guidance on off-road driving, marshalling, vehicle preparation, and trail safety. In doing so, Black People Off-road makes off-roading more accessible to marginalized communities.
8 OF 10
Vibe Tribe Adventures
Expanding access to outdoor recreation for residents of urban neighborhoods and people from underserved racial and socioeconomic backgrounds is the focus of Vibe Tribe Adventures. The Denver-based nonprofit, founded by Jessica Newton creates opportunities for individuals, especially youth, to experience nature through adventure and education.
Participants are introduced to activities they may not otherwise encounter, like rock climbing, skiing, rafting, hiking, and camping.
Vibe Tribe Adventures also encourages young people to pursue careers in the outdoor industry. Programs like Urban Trekkers offer hands-on experiences in environmental science, conservation, and leadership.
PHOTO: Lance Curry and Michael Bennett of Michael Rhea's Photography
9 OF 10
Melanated Campout
Melanated Campout is an adults-only weekend event that brings participants together for classic outdoor activities.
Held in Georgia, the campout introduces newcomers to nature over a weekend that blends outdoor adventure with family-reunion energy. The annual gathering was created to make camping more welcoming.
Campfire conversations, kickball, spades, and Uno games are staples of the weekend, while playful events like water gun battles and lip-syncing contests create a festival-like atmosphere.
PHOTO: Evan Green
10 OF 10
Full Circle Expeditions
High-altitude mountaineering is one of the most demanding forms of outdoor adventure. Full Circle Expeditions was created to ensure that more people from underrepresented communities see their reflection in that world.
The organization made headlines in 2022 with its historic Full Circle Everest Expedition, a climb that honored the legacy of Black mountaineers. Through expeditions, storytelling, and public speaking, the organization expands the image of who belongs in the world of mountaineering.
US hotels close out March on a historic high
Bay Area, Las Vegas lead US hotel markets in March’s final week
The RSA Cybersecurity Conference held March 23-26 at San Francisco's Moscone Center boosted hotel demand for the market during the final week of March. (CoStar)
https://www.costar.com/article/1950638529/us-hotels-close-out-march-on-a-historic-high?
U.S. hotel performance surged in the final week of March, capping off a historic first quarter for the industry.
Revenue per available room increased 8.3% year over year in the week of March 22-28, the largest weekly gain since January 2025, and on top of a 6.8% increase during the same week last year. Room demand rose for an eighth consecutive week, putting the U.S. hotel industry on pace to record the highest number of rooms sold in any first quarter on record.
The strength of the week was broad‑based, with gains across all three key performance metrics. Both average daily rate and occupancy increased, marking the fourth straight week in which RevPAR, ADR, and occupancy all grew year over year. Over that four‑week stretch, all three metrics were higher in 26 of the 28 days, underscoring the consistency of demand as the first quarter comes to a close.
Larger markets drove a sizable portion of last week’s growth, with the top 25 U.S. hotel markets combining for a 12.9% increase in RevPAR, an 8.5% lift in ADR, and a 2.9‑percentage‑point increase in occupancy. This was the strongest week of growth for these markets in more than a year. The ADR increase lifted year‑to‑date ADR in the top 25 markets to 2.5%, surpassing the rate of inflation for the first time this year. Prior to four straight weeks of growth in March, year‑to‑date ADR growth in these markets stood at just 1%.
March’s momentum was exemplified last week by a calendar shift of conferences, religious holidays, spring break, and large sporting events. Group demand for luxury and upper‑upscale hotels increased by 248,000 rooms sold, the largest weekly gain of the year and a major driver of performance in the top 25 markets. This increase came on top of the roughly 500,000 rooms of group demand growth recorded during the same week in 2025, which was compared against Easter week in 2024. In the past four weeks, group demand has accounted for 30% of total demand among luxury and upper-upscale hotels, up 4 basis points from a year ago.
Performance gains were also seen across every hotel class. Each class posted RevPAR growth for the second consecutive week and for the third time in March. Based on preliminary data, March is likely to be the first month since 2024 in which all hotel classes record RevPAR growth. Luxury hotels continued to lead the group, with RevPAR increasing 12.2% last week. Economy hotels posted increases in RevPAR, ADR, and occupancy for the first time in more than a year. With hurricane‑related headwinds continuing to fade, economy hotels are on pace to achieve their first positive RevPAR month since March 2025.
Several major markets stood out as drivers of last week’s performance. San Francisco experienced a near “Super Bowl”‑sized lift, supported by the combination of the RSA Cybersecurity Conference and the West Regional Sweet 16 round of the NCAA men’s basketball tournament. RevPAR in San Francisco increased 121.1%, driven by a 74.8% gain in ADR and a 17.5‑percentage‑point increase in occupancy. The more than 40,000‑person cybersecurity conference was moved up from late April last year and contributed to a 124% increase in group demand. In addition, San Jose hosted third‑round March Madness games over the weekend, supporting elevated hotel performance across the broader Bay Area.
Las Vegas was another of the eight Top 25 markets to record RevPAR growth of more than 20%, with RevPAR increasing 27.7% for the week. After a down year in 2025, the market closed out March with four consecutive weeks of RevPAR growth, driven by a combination of conference‑related group demand and increased transient demand tied to March Madness.
Other top 25 markets also finished March on a strong note. Denver recorded a 48.5% increase in RevPAR, supported by multiple medical conferences held throughout the week, and trailed only San Francisco in group demand growth among luxury and upper‑upscale hotels. San Diego posted the strongest group demand growth of any market for the full month of March, with group rooms sold increasing 36.4% last week.
Global RevPAR declines
Global hotel RevPAR, on a same-store and constant USD basis excluding the U.S., declined 0.9% under the strain of the war in Iran-affected Gulf Cooperation Council (GCC) countries, where RevPAR dropped 67.9%. Without the GCC, global RevPAR was up 7%, the largest increase of the past five weeks. Canada, France, Italy, Japan, and Spain all saw RevPAR growth of more than 10%, with Italy up 21%. Besides GCC, the only other major countries to see RevPAR retreat were Germany and Mexico.
Demand in Mexico continued its downward slide, with this week’s decrease (8.3%). Pacific Central, which contains Acapulco, Guadalajara, and Puerto Vallarta – the location of the recent cartel violence – saw the largest demand decrease (-20.3%), followed by Baja California (-13.2%). Monterrey, Mexico, Central South, Pacific South, and Yucatan/Campeche were the only markets to see growth this week.
The RevPAR weakness in Germany (-3.5%) can be traced to Cologne, where RevPAR fell 63.6%, on a 57.8% ADR decline. Occupancy was also down. Excluding Cologne, Germany’s RevPAR was up a modest 1.2%. Strong RevPAR gains were seen in Berlin, Munich, and Stuttgart, where RevPAR grew by double-digit amounts.
Canada continued its streak of RevPAR growth, up 13.6% this week, surpassing last week’s gain (+11%). The country has seen growth in all 13 weeks this year.
Isaac Collazo is the senior director of analytics at STR. Cole Martin is an analytics and insights specialist at STR.
The race takes off in the next big arenas of competition
https://www.mckinsey.com/mgi/our-research/the-race-takes-off-in-the-next-big-arenas-of-competition
Kevin Russell is a senior fellow at the McKinsey Global Institute (MGI) in McKinsey's Carolinas office; Chris Bradley is an MGI director and senior partner in the Sydney office; Naveen Sastry is a senior partner in the Bay Area office; Suhayl Chettih is an MGI fellow in the New York office; Kweilin Ellingrud is an MGI director and senior partner in the Minneapolis office; and Natalya Goryunova is a consultant in the Helsinki office.
Chapter 5
Arena implications and actions for decision-makers
The future arenas are already transforming the economy. We are all in arenas now, in one way or another. This is true at the individual, household, company, city, country, and global level.
As future arenas set a faster pace for growth and dynamic competition, the impact of the AI economy is coming into view. A rapidly expanding AI foundation is reinvigorating the digital wave and opening opportunities related to electrification, hard tech, and new bio-frontiers. At the same time, a new type of company—the omniscaler—brings a new set of capabilities, and a lot of generated cash, that can further raise the stakes in existing and emerging arenas as their collective investments reach unprecedented levels, even while the economic impact remains to be seen.
Whether or not all of the 18 future arenas go on to outperform other industries and become full-fledged arenas is far from certain. Much will depend on the three swing factors identified in our original report.
- Geopolitics is increasingly shaping investment in semiconductors, battery supply chains, and more. Looking ahead, the trajectory of policies on trade and national security, for example, could greatly affect how and where arena companies operate, especially if more technology stacks become regional.
- AI development and adoption together have been critical forces behind the results described in this report. How AI progresses not only will affect the massive valuations in the AI foundation but could determine the pace of growth of every other arena.
- The pace of electrification will be reflected in the growth of EVs, batteries, and nuclear fission in some regions. It could also open opportunities for other related industries to reach arena status.
These swing factors help inform downside risk; at the same time, they may open new doors. Swing factors allow for future repositioning and even launches into new industries and business models that may otherwise be defended by incumbents with scale advantages or the like. And even when arenas look likely to outperform other industries at aggregate levels, there are no guarantees for individual companies. With heightened investment expectations come heightened risks.
As this report shows, major shifts are possible—even in a one- to two-year period. We will continue to watch how the arenas develop and update as needed.
Strategy in the arenas
For companies competing in or anywhere near future arenas, blind spots may be widening. Traditional strategy tool kits are no longer adequate, and the risks and rewards of getting it right are ever-increasing.
For any CEO, the central question is whether exposure to arenas will improve the fundamental drivers of value in the business: returns on invested capital and growth. We generally see four foundations that underpin long-term value creation from strategy: ROIC and growth as the financial drivers, managing for the long term, market attractiveness, and competitive advantage. The opportunities and demands of arenas intersect with all four.
In response, CEOs and senior executives could benefit from understanding their companies relative to the full landscape of arenas and their upstream and downstream impacts.
To do this, CEOs and senior executives could first think about proximity and ask: Is my company competing in an arena? Is it near an arena that affects customer decisions, value capture, or control of key interfaces? Or is it on the fringe of an arena that will have incremental effects or impact on future competitiveness?
- In the arena: The combination of escalatory dynamics and the speed of change compresses decision windows and removes many of the options incumbents historically relied on. Here, committing early to a new success model, reallocating resources at speed, and reshaping governance to act with agility are three key tasks at hand.
- Near an arena: Even without directly competing in the arena, performance may be tightly linked to it, for instance, as a supplier of components, infrastructure, services, or distribution. In such cases, the arena may represent a fast-growing share of the company’s value creation potential. In other cases, arenas nearby could become direct competitors for demand, requiring offensive or defensive moves. It can be useful to engage early, before value pools settle, using early signals to clarify where to play and what capabilities or partnerships could matter most while flexibility remains.
- On the fringe of an arena: Before new forces of demand even fully come into view, the risk is not disruption today but underperformance tomorrow, if peers adapt faster. Use the added time to reallocate resources and otherwise get ready to move, as this positioning rarely remains static for long.
A second consideration is how an arena will affect a company’s core business. Will it be through the supply side (including production, operations, and input costs), through the demand side (revenue pools and customer shifts), or both? Assessing both proximity and positioning in production and revenues is what we might call activating “arenas radar” (Exhibit 17). This radar view helps track opportunities and threats over time by scanning signals, translating them into operational and growth implications, and aligning capital allocation accordingly.
Importantly, escalatory investment in an arena should not be viewed as an automatic imperative. McKinsey’s How strategy champions win research finds that above-median capital expenditure can help move companies up the Power Curve, but only when it is matched with a credible path to competitive advantage. Entering or expanding within an arena is therefore not simply about exposure to growth; it requires a clear view of whether the company can earn returns exceeding its cost of capital and defend its position as competition intensifies.
Exhibit 17
A radial bubble diagram maps a retailer at the bottom center and shows how different arenas could affect the retailer’s production on the left side or revenue on the right side. Labeled bubbles for arenas are placed around the retailer, including cybersecurity, cloud services, robotics, shared autonomous vehicles, modular construction, and AI software and services on the production side, and e-commerce, digital advertising, streaming video, video games, electric vehicles, drugs for obesity, and non-medical biotech on the revenue side. Bubble size represents the revenue size of the opportunity, and distance from the retailer reflects urgency, with closer bubbles indicating more urgent opportunities or threats.
In Exhibit 17, we sketch the “arenas radar” view for a multinational retailer. In arenas, the company may be competing in e-commerce and digital ads, for example. Delivery drones (developed within the future air mobility arena) emerged adjacent to e-commerce as a potential disruptor. Robotics could likewise streamline warehouse logistics. In both cases, a question arises of whether to partner, procure, or even build an in-house capability to be even more competitive in core businesses—or be left behind. On the revenue side, this retailer could spot opportunities to offer new nonmeat protein products, biomaterials, or drugs on its shelves, tracking the latest in bio-frontiers.
The arenas in the “bull’s-eye,” where a company can compete or already is competing, need to be incorporated into strategic planning for financial and talent investments. That planning must reflect the intense mode of competition arising from the elements of the arena-creation potion. Ask whether your company is keeping up with the technology resets and escalatory investments related to production. Is your company adequately gauging market growth and figuring out how to address new demand to generate revenues? For companies in or adjacent to arenas, this may imply allocating capital earlier and more aggressively, either to defend access to critical inputs—such as computing power, energy, and supply chain capacity—or to fund entry into newly opening markets before too many others arrive.
When arenas are further away, there is still a need to move quickly to allocate resources competitively. On the production side, ask: Are there any arenas that might transform corporate operations? On the revenue side: Are there new opportunities in arenas with growing markets to pursue?
Depending on a company’s core business, fewer arenas might be on the radar compared with retail, but with even more critical dependencies. A machinery manufacturer upstream of the physical AI arenas might see demand transformed; knowledge industries have high productivity potential from AI software and services; and food and fashion industries are adapting for populations with widespread access to weight-loss drugs.
Implications beyond strategy
The implications extend beyond the executive suite. Tracking arenas also makes sense for investors aiming to maximize their returns, job seekers searching for careers in growing industries, and policymakers looking to play a role in how and where these industries develop.
As capital, innovation, and talent shift ever faster, policy choices increasingly determine where ecosystems will reach scale and who captures value. Chapter 4 highlights how regional systems are already producing divergent outcomes; US strength in the AI foundation reflects deep capital markets and omniscalers’ ability to mobilize infrastructure at scale, while China’s position in electrification reflects faster build-out and execution capacity in EVs, batteries, and nuclear. In many arenas, time to scale is emerging as a differentiator. Permitting speed, grid and energy availability, and predictable rules can shape investment flows alongside technological advances.
The same analytical approach used for companies applies to countries, regions, and cities. Useful questions include “Is the region already in an arena?” and “How can the region realistically enter or secure an adjacent role?” A diagnostic that maps existing strengths (skills, infrastructure, supply chain links, and early private investment signals) against arenas can reveal potential growth opportunities. For example, a deep dive into the implications of the 18 future arenas for New York showed potential for growth in digitization arenas in particular, as well as transformative potential for city life with physical AI and modular construction.
Disruptive technologies change how we live and work. What policies and institutions are needed to channel these shifts for societal gain is a critical question beyond the scope of this report.
DUHC&S | Strategic Hospitality Consulting & Advisory
We transform hospitality and tourism businesses through strategic solutions, operational efficiency, and comprehensive renovation. With over 40 years of experience working with brands like Hilton, Hyatt, Sheraton, and Sonesta, we enhance asset value and profitability through:
*Operational excellence and brand standards (GSI +90%)
*Market penetration and commercial strategies
*Key partnerships and disruptive innovation
*Hotel openings and repositioning
Proven results :
✅ 48% GOP |
✅ +120% asset valuation growth
✅ Successful projects across 6 Latin American countries
🔹 Let's connect :
📩 Email: diurugeles@gmail.com
🎥 YouTube:https://www.youtube.com/@DUHC-S
Instagram: https://www.instagram.com/diur_2000/
https://viajes-noticias-duhospitality.blogspot.com
https://viajes-duhospitality.blogspot.com
https://travel-duhospitality.blogspot.com
Disclaimer
DUHC&S shares this information for educational and informational purposes only. The news articles reproduced here are sourced from public and recognized media outlets. We are not the original authors of this content but rather distributors of it. All credits go to the original sources cited in each article. If you are the legitimate owner of any material and wish to have it modified or removed, please contact us immediately at diurugeles@gmail.com, and we will address your request promptly.
Comments
Post a Comment