Technical Assistance Consultant’s Report

Project Number: 42470 May 2010

Regional: Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion (Financed by the Regional Cooperation and Integration Fund under the Regional Cooperation and Integration Financing Partnership Facility)

Prepared by Nepalconsult (P) Ltd.

Kathmandu, Nepal

For Ministry of Tourism and Civil Aviation, Government of Nepal Civil Aviation Authority of Nepal/ Lumbini Development Trust

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and ADB and the Government cannot be held liable for its contents. (For project preparatory technical assistance: All the views expressed herein may not be incorporated into the proposed project’s design.

ADB ASIAN DEVELOPMENT BANK GOVERNMENT OF NEPAL

TA 6504 – REG: IMPROVING CONNECTIVITY AND DESTINATION MANAGEMENT OF CULTURAL AND NATURAL RESOURCES IN THE SOUTH ASIA SUBREGION (PACKAGE T3 – NEPAL)

Final Report Part - I (May, 2010)

Nepalconsult (P) Ltd.

Block No. 47, Kupondole, Lalitpur – 10, Nepal

Mailing Address: GPO Box 492, Kathmandu,l Nepal

Phone: 977-1-5520153, 5011670 & 5011673; Fax: 977-1-5011671

Email: [email protected]; Website: www.nepalconsult.com.np

May 2010 Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

TABLE OF CONTENTS

EXECUTIVE SUMMARY 1

A. GENERAL 4 Status of the TA 4 Objective of the TA 5 The Project / Tourism Infrastructure Development Project 6 The Consultants' Team 6

B. APPROACH AND METHODOLOGY 7

C. SECTOR WISE PROGRESS 8 Project Management 8 The Executive and Implementing Agencies 8 Project Management System 9 Establishment of PCU and PMIUs 10 Project Coordination Committee in Lumbini 10 Coordination among PCU and PMIUs 11 Project Agreements 11 Project Management System 11 Investigation and Survey 14 Familiarization of ADB Procedure 14 The Event and the Outcome 14 Community based heritage tourism 16 Project Awareness Program 16 D. PROCUREMENT 17 Assessment of PCU, PMIUs Procurement Capability 17 Procurement Document 18 Recruitment of Consultants 18 Training of PCU, PMIUs Personnel on ADB Procurement Procedures and Guidelines 18 Preparation of RFP for selection of Consultants 19

E. FINANCIAL MANAGEMENT 21 Financial Management System of PCU and PIUs 21 Ministry of Tourism and Civil Aviation (MoTCA) 21 Civil Aviation Authority of Nepal (CAAN) 21 Lumbini Development Trust (LDT) 23 Financing Plan 25 Budgeting Procedures 27 Familiarization and Training 30 Government Recording Procedures of Loan and Grant 31 Imprest Account Ledger 31 Withdrawal Monitoring Register 31 Main Loan/Grant Register 31 Subsidiary Loan/Grant Register 32 Contract Ledger 32 Project Account 32 Imprest Account Procedures 32 Internal Audit 34

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Final Audit 34 F. UPGRADING OF GAUTAM BUDDHA AIRPORT TO REGIONAL INTERNATIONAL AIRPORT 34 Updating Master Plan of GBA 34 Projection of air Traffic movement at GBA 36 Existing air traffic movement at GBA 36 Basis for Air Traffic Movement Projection 36 Assumption in Air Traffic Movement Projection 37 Air Traffic Movement Projection 37 Projection of International and Domestic Passenger Movement 37 Projection of International and Domestic Aircraft Movement at GBA 38 Design Parameters 39 Terminal Building space Requirement 39 Car Parking and Utility Requirements 41 Design Parameter of Runway 42 Design Parameter of Taxiway 42 Design Parameter of Apron 43 Design Brief of Terminal Buildings 43 International Terminal Building 43 Domestic Terminal Building 47 Equipments 47 Meteorological Data 47

G. DISTINATION IMPROVEMENT IN LUMBINI 47 Components of Destination Improvement 47 The Visitor Information Centre 48 Infrastructure Improprement 48 Observation and Recommendation 48 Tourist Flow Increase in lumbini 49 Tourist Flow Projection 49 Public Private Participation 50 Visitors Information Center 50 Design Brief of Destination Improvement Components 53 Design Parameters 54 Visitors Information Centre 54 Infrastructure Improvements 55 Introduction of a solid waste collection, transportation and disposal system 55 Provision of Water and Sanitation facilities for tourists 55 Footpath and landscaping including signage 56 Access and Parking 56

H. LUMBINI MASTER PLAN UPGRADING 56 General Description of Lumbini 56 Kenzo Tange's Master Plan an Overview 58 Observation and basis of TOR and Guidelines for upgrading the master plan 60 Concept for ToR 61 Outcome 62

I. FOSTERING COMMUNITY PARTICIPATION IN HERITAGE MANAGEMENT AND TOURISM 62

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J. ARCHAEOLOGICAL IMPACT ASSESSMENT 65 Investigation 65 Finding and Recommendation 65

Reporting 66 K. ENVIRONMENTAL AND RESETTLEMENT SAFEGUARD 66 Deliverables 66 Methodologies followed for Accomplishing the task 66 Gautam Buddha Airport 67 Resettlement Action Plan for Gautam Buddha Airport 68 Revised Estimated cost of Resettlement & Rehabilitation for the sub-Project 70 Present Status 70 Implementation Schedule of RAP of GBA 71 Capacity Building and Transfer of Skill 71 Destination Improvement of LDT 72 Status of Resettlement and Compensation at LDT 72 Reporting 72 L. REPORTING 73

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LIST OF TABLES

A.4.1 : Team Members 6 D.5.1 : Estimates for the three consultancy packages 19 D.5.2 : Proposed Procurement package 20 E.1.3.1 : Lumbini Development Trust (LDT) 24 E.2.1 : Financing Plan by Expenditure Account- Nepal 25 E.2.2 : Summary of Total Project Costs for Five Years 26 E.3.1 : Budgeting Procedures 27 E.3.2 : Summary of Three Years Proposed Budget 28 F.6.1 : Projection of International and Domestic Passenger Movement 38 F.7.1 : Projection of International and Domestic Aircraft Movement at GBA 39 F.8.1.1 : Terminal Building space Requirement 40 F.8.1.2 : Area for facilities at Domestic Terminal Building in GBA 41 F.8.3.1 : Geometry parameters for Runway 42 F.8.4.1 : Geometry parameters for Exit Taxiway 43 G.4.1 : Tourist Arrival 49 G.7 : Lumbini Centre Block 6 51 K.4.1 : Summary of Resettlement Impacts 69 K.5.1 : Revised Estimated Cost of Resettlement & Rehabilitation for the sub Project 70 K.7.1 : Implementation Schedule 71 L.1 : Reporting List 73

LIST OF FIGURES

Fig. – C-1 : Project Management Flow Chart 12 Fig. – C-2 : Project Coordinate Unit and PMIUs 13 Fig. – E-1 : Fund Flow 29 Fig. – E-1 : The Historic Buddhist Region 57 Fig. – 4 : International Terminal Building of GBA (Ground Floor Plan) 45 Fig. – 5 : International Terminal Building of GBA (First Floor Plan) 46

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APPENDICES Appendix -1 : Terms of Reference Appendix -A-1 : Contact Address Appendix -B : Consultations with Stakeholders Appendix -C-2 : Organization Chart of LDT and Proposed Position of PMIU Appendix -C-2.1 : Project Coordination committee in Project Organization Chart Appendix –C-4.1 : Job Description (Project Coordinator) Appendix –C-4.2 : Job Description (Project Director) Appendix –C.5.3.1 : Work Schedule for PCU/ MoTCA Appendix –C.5.3.2 : Work Schedule of Upgrading of Gautam Buddha Airport(PMIU/CAAN) Appendix –C.5.3.3 : Work Schedule for Improvement in Lumbini/PMIU/LDT Appenidx –D-5 : Revised input of Consultants Appendix –E-2.1 : Financing Plan by Expenditure Account-Nepal Appendix –E-2.2 : PMIU/CAAN Project Cost for Five Years Appendix –E-2.3 : PMIU/LDT Project Cost for Five Years Appendix –E-2.4 : PCU Project Cost for Five Years Appendix –E-3.1 : PMIU/CAAN Proposed Budget for Three Years Appendix –E-3.2 : PMIU/LDT Proposed Budget for Three Years Appendix –E-3.3 : PCU Proposed Budget for Three Years Appendix –E-6 : Imprest Account Format Appendix –E-7 : Withdrawal Monitoring Register Format Appendix –E-8 : Main Loan Register Format Appendix –E-9 : Subsidiary Loan Register Format Appendix –E-10 : Contract Ledger Format Appendix –E-11 : Consolidate of Project Accounts Format Appendix –F-1.1 : Conceptual Layout Plan of Gautam Buddha Regional International Airport Appendix –F-1.2 : Terminal Area Development Plan of GBA Appendix –F-1.3 : Project cost of GBA. Appendix –F-6.1 : Air Traffic Data and Projection in GBA Appendix –F-8-1.1 : Estimation of Annual International Aircraft Movement and floor area estimation of International Terminal Building at Gautam Buddha Airport Appendix –F-8-1.2 : Estimation of Annual Domestic Aircraft Movement and floor area estimation of Domestic Terminal Building at Gautam Buddha Airport Appendix –F-8.2.1 : Required Number of Parking Lots and Car Park Area Appendix –F-8.2.2 : Water demand for Bhairawa Regional International Airport Appendix –F-8.2.3 : Waste disposal demand for Bhairawa Regional International Airport Appendix –F-8.2.4 : Sewage demand for Bhairawa Regional International Airport Figure – F-9-1.1 : Conceptual Ground Floor plan of GBA Figure – F-9.1.2 : Conceptual First Floor plan of GBA Appendix –F-11.1 : Monthly Rainfall Data of GBA Appendix –F-11.2 : Maximum and minimum Monthly Temperature of GBA Appendix –G-2.1 : Amendments in Lumbini Development Project Area Appendix –G-5.1 : Visitors Arrival in Lumbini Appendix –G-5.2 : Country-wise Travel Trend in Lumbini 2008 Appendix –G-9-1.1 : Site Plan of Visitor information Center and layout plan Appendix –G-9-1.2 : Floor & Root Plans of Visitor Information Center(Alt.2 Selected) Appendix –G-9-1.3 : Elevations & Sections of Visitor information Center(Alt.2 Selected) Appendix –G-9-1.4 : Elevations & Sections of Visitor information Center(Alt.2 Selected)

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Appendix –G-10.1 : Location Plan of Public Utility 1& 2 in Central Link Appendix –G-10.2 : Site Plan of Public Utility Block 1 & 2 Appendix –G-10.3 : Location Plan of Public Utility 3 & 4 in Central Link Appendix –G-10.4 : Site Plan of Public Utility Block 3 & 4 Appendix –G-10.5 : Location Plan of Public Utility 5 in Sacred Garden Appendix –G-10.6 : Location Plan of Drinking Water Fountain, Archeological site office, Public Utility block and Dust bin in Sacred Appendix –G-10.7 : Archeological Site office & Typical Utility Block 5 Appendix –G-10.8 : Concept Plan of Typical Utility Block Appendix –G-10.9 : Septic Tank & Soak pit Details Appendix –G-11.1 : Blow Up View of Dust Bin Appendix –G-11.2 : Compost Facility for Perishables Solid Waste Appendix –G-13.1 : Lumbini Destination Improprement Signage Appendix –G-13.2 : Bench, Tree- well and Proposed Dust bin Details located in Central link Appendix –G-14.1 : Parking Lot in Lumbini Center south Sector Appendix –H-1.1 : Climatic Data Appendix –H-2.1 : Land Use of the Project Area Appendix –H-3.1 : WHS Review Panel Draft ToR Appendix –H-4.1 : Outline TOR for Updating Lumbini Development Master Plan Appendix –H-4.2 : Guidelines for Updating Lumbini Development Master Plan Development Elements to be considered. Appendix –J-3.1 : DOA's Letters (Unofficial Translation) Appendix –2 : Persons Met Appendix –3 : References

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ABBREVIATIONS

ADB – Asian Development Bank ANL – Acres Norr Lea Consult BRO – Buddhist Religious Organization CAAN – Civil Aviation Authority of Nepal CO – Community Organization DDC – District Development Committee DFID – Department for International Development DOA – Department of Archeology DSC – Design Supervision Consultant EA – Executing Agency EIA – Environmental Impact Assessment FAA – Federal Aviation Authority FCGO – Financial Comptroller General offices FG – Functional Group FGIA – First-generation Imprest Account GoN – Government of Nepal IA – Implementing Agency IATA – International Airport Transport Association INGO – International Non-Governmental Organisation JICA – Japan International Cooperation Agency LDA – Lumbini Development Area LDT – Lumbini Development Trust MOF – Ministry of Finance MoTCA - Ministry of Tourism and Civil Aviation NATHM – National Academy of Tourism and Hotel Management NGO – Nongovernmental Organization NPC – National Planning Commission NSC – National Project Steering Committee NTB – Nepal Tourism Board PCC -- Project Coordination Committee PCU – Project Coordination Unit PMC – Project Management Consultant PMIU – Project Management and Implementation Units PSC – Programme Steering Committee RAP – Resettlement Action Plan SASEC – South Asia Subregional Economic Cooperation SGIA – Second-generation Imprest Account SNV Nepal – Netherlands Development Agency STDC – Sustainable Tourism Development Committee STDF – Sustainable Tourism Development Fund STDS – Sustainable Tourism Development Section TA – Technical Assistance TIA – Tribhuvan International Airport ToR – Terms of Reference TRPAP – Tourism for Rural Poverty Alleviation Program UNDP – United Nations Development Programme UNESCO – United Nations Educational, Scientific and Cultural Organization VCF – Venture Capital Fund VDC – Village Development Committee VIC – Visitors Information Center (TIC- Tourism Information Center)

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

EXECUTIVE SUMMARY

This is the Final Report of ‘Technical Assistance 6504: Regional: Improving Connectivity and Destination Management of Culture and Natural Resources in the South Asia Subregion - Package T3 (Nepal – Package 1)’. The objective of the TA is ‘Enhancement of Project Preparedness and Management’ of the Nepal portion of the proposed South Asia Tourism Development Project. The TA assisted Ministry of Tourism and Civil Aviation (MoTCA), Civil Aviation Authority of Nepal (CAAN) and Lumbini Development Trust (LDT) in improving and strengthening the managerial and implementation capacity for the 'South Asia Tourism Infrastructural Development Project- Nepal'.

The TA Consultant did accomplish the objective of the TA as described in the following paragraphs.The consultants worked in close cooperation with MoTCA, CAAN and LDT to achieve the objective of the project. All the output of this TA is a joint effort of PCU, PMIUs and the consultant supported by ADB.

PCU and PMIUs are in place and have started working. Essential staffs are also assigned. Job descriptions of the Project Coordinator and Project Directors are prepared. To achieve and sustain the objective of the project and Lumbini development Master Plan in general, two new divisions are strongly recommended to be formed in the LDT structure. These are i) Community Development and ii) Planning and Visitors Management Division. Furthermore, TA assisted in the formation of ‘Project Coordination Committee’ to facilitate the working relation between LDT and VDCs. This committee will act as a leveling field for LDT and the VDCs to work in close cooperation, through joint interaction, and commitment.

Evaluation of EOI Proposals for PMC in PCU and DSC in CAAN and LDT is continuing in PCU and both PMIUs. Man month input of consultants for the project was redesigned to balance it between design and construction supervision. Some additional experts were included in DSC of CAAN for this purpose. Breakdown of the total cost for consultancy services for each of the PCU and PMIUs was done based on the total fund allocated for this purpose in RRP. Draft RFPs for PMC and DSC for CAAN and LDT were prepared. Schedule for hiring consultants for each of the Project Offices was prepared and provided to these units for timely delivery of this important part of the Project.

After making a detail assessment of the financial management system of MoTCA, CAAN and LDT, a financial management plan for the project was prepared to be followed by these offices. The project costs given in the RRP has been broken down for five years for PMU and PIUs. This will be the basis for preparing three years budget as per the requirement of the government. Topographical survey and Geotechnical investigation were completed. The outcomes of these were used in preparing site plans and design briefs. DSC consultants will use these results in detail designing phase.

Two trainings to familiarize ADB procedures were conducted for the officials of PCU and PMIUs. The first program was focused on procurement of consultants and project accounting system, budgeting, auditing and environmental, resettlement and social safeguards aspects. The second program was focused on procurement of goods, works and disbursement procedures of ADB and OFID and loan/grant recording procedures of the government. A workshop for making the private sector aware of the project was also conducted in Siddharthanagar (Bhairahawa), the district headquarter of Rupandehi District, where both the components of the project are located.

Draft Master Plan of GBA which envisages upgrading of GBA to ICAO 4E level was updated and infrastructure and facilities to be provided under the project were identified. It include among others, expansion and completion of the unfinished single storied building left unused since last eight years, to convert it to an International Terminal Building upgrading of the existing Domestic Terminal Building. The runway will be 2600 meters in length and design briefs and parameters for all the facilities to be provided by the project were prepared. It is suggested that, DSC of this component will also expedite the option of box culvert to channelize the Ghagra Khola rivulet along its natural course.

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Projection of International and domestic air traffic movements (Passengers and aircrafts) for coming 15 to 20 years (2015-2028) were done for updating works and preparation of design briefs. Meteorological data for the upgrading works were collected.

CAAN proposed to increase the length of the runway to 3000 meters so that Boeing 777 – 200, Airbus A330 – 300 and similar aircrafts could be operated with load penalty. TA found that for runway with a length of 3000 meters, land is available and all preparatory work related to survey, EIA and safeguard documents were prepared. However, as 2600 meter runway was clearly spelled out in RRP, it was suggested that CAAN propose this issue to ADB at appropriate stage of the project. Furthermore, ADB fully stated that the matter should have been fully discussed during the PPTA which concluded in 2009 and advised CAAN to consider the runway extension after completing the ongoing project and to evaluate the need for such extension after several years of operation.

Based on the original Lumbini Master Plan and design philosophy; design vision, design brief and parameters for the proposed Visitor Information Centre and associated features such as landscaping, pedestrian walkways, toilet facilities solid waste management and parking arrangements for cars and buses were prepared.

Sites for Visitors Information Center and other facilities in Lumbini were identified and site plans prepared. Certain changes in the design of the building have been suggested without changing its original concept, architectural character and building height and frontage.

Out of 10km. of the unfinished perimeter road of the Lumbini Master Plan area as indicated in RRP, 4.4 km has already been built by GoN. A bridge is also being built by GoN. Similarly, out of 4.0 km of internal access road as indicated in RRP 2.0 km. has already been built by LDT. The saving of US$ 400,000.00 from these changes is suggested to be used in the VIC which needs more funds than indicated in RRP.

Considerable study was made to substantiate the necessity to review and update the Master Plan of Lumbini prepared by Prof. Kenzo Tange. It was found that, no new Master Plan is necessary, nor is there a need to make any changes in the original concept. The weakness was found not in the Master Plan, but rather in its weak implementation. ‘Lumbini Development Trust Act’ is silent regarding its responsibility towards the adjoining VDCs and other Buddhist sites outside the Master Plan Complex. The proposed TOR for Master Plan Upgrading has considered these aspects. This ToR is however, a refinement of the ToR given in RRP. Similarly a draft ToR for WHS panel was also prepared.

The project sites being parts of bigger historical Buddhist civilization and the life of Lord Buddha, archaeological impact assessment at the project sites was conducted. The evidence of archaeological importance was not observed in the project sites and the assessment gave green signal to proceed with the project works. The study has, however cautioned to be vigilant in the case of deeper excavation. It suggests to avail the support of an authorized archaeologist in the case of any important artifacts are found during such excavation works, and to proceed as per the provisions in the archaeological rules and regulations of Government of Nepal. The report was sent to DoA and UNESCO. DoA expressed satisfaction on the outcome and recommendation of the report through its letter to MoTCA on April 1, 2010.

Furthermore, ADB requested the Executing Agency to take the next steps for the AIA: (i) obtain endorsement of the AIA report by the DOA of Nepal; (ii) reconfirm the findings of the report after detailed designs are completed and prior to civil works awards; and (iii) ensure that the AIA is reviewed at each stage of construction and its implementation is monitored continuously by international and local heritage experts in the consultant team.

A detailed concept and list of activities were prepared to foster community engagement in heritage management. Demonstration schemes for heritage tourism livelihood generation, social mobilization, skill development and others were prepared based on the ‘good practice’ from TRPAP. It is expected that with the empowerment of local communities and households involved and the heightened awareness about backward and forward linkages, the project will

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make a significant contribution to foster the local community participation in heritage conservation and sustainable tourism development, and also to the livelihoods through economic benefits to them, resulting in developments of micro-enterprises. With the value chain analysis and the functional collaborative linkages between various institutions at local, district and central level, it will add more value and help to promote and market the local products and services. A wide range of training will be carried out, and increased numbers of villagers will find remunerative employment in the tourism industry or its support services, contributing to poverty alleviation. These schemes will generate ownership in the local community towards the Lumbini Master Plan Project. Most of the activities will be executed through local NGOs. Draft ToR for such NGOs are also prepared which will be finalized during DSC engagement.

To attain activities within the broader areas of community based heritage management, the component was designed to be implemented in two distinct phases such as (i) an awareness raising program for 2 years, and (ii) demonstration schemes for heritage-based tourism livelihood generation in the surrounding communities continuing for 5 (over the project period) years.

To gain the support and contribution of the communities to the sites protection and management of Lumbini as a World Heritage Site and also to enhance the quality of livelihoods of the local communities, six interrelated objectives were set to: (1) conserve, maintain and enhance all cultural heritage sites, (2) establish Lumbini development area and other cultural heritage sites within surrounding areas as potential tourism destinations, (3) strengthen capacity of local communities and institutions to develop, promote and manage the tourism activities, (4) develop and manage infrastructures in line with the tourism development, (5) conserve the natural, cultural, historical and archaeological heritages, and (6) improve the quality of life of local communities.

To achieve these objectives set under the broader two areas, five years work plan was prepared to pursue the outputs and activities for the management and development of community – based heritage tourism in Lumbini and its surrounding areas.

For GBA, GoN has already disbursed the first installment of land acquisition and compensation amount. CAAN appointed resettlement officer, and published land acquisition notice in national daily newspaper on May 11, 2010 to inform the APs.

TA assisted in finalizing EIA document of CAAN. This report was submitted to the Ministry of Environment (MoE) for the final approval. MoE disseminated the pertinent information of the report to the public through national daily newspaper on March 15, 2010. As per the Environmental Protection Regulation 1997 and as instructed by MoE, in March 24, 2010 the report was kept at different places of public importance for public review and comments. As per the requirements of GON, the EIA report was kept in different places for 21 days to obtain public opinion and comments (if any). The comments and suggestions received from public were incorporated in final EIA report and was submitted to MoE for review and approval. The final version of EIA and RAP of GBA were also submitted as separate volume of reports to the ADB.

In case of Lumbini, requirements for IEE and EIA are not mandatory as per Environmental Protection Rules, 1997 of GON. However, in January 2009, the GON and ADB prepared IEE of LDT (Final Supplementary Appendix B, RRP). The environmental and social aspects highlighted in the IEE document could be included in BOQ of contract document to ensure environmental and social compliance during the construction and operation phases of facilities at LDT. The environmental and social clauses to be followed during any type of construction at LDT are recommended in consistent with IEE of LDT. Since no further land acquisition is planned, preparation of RAP of any kind at LDT is not necessary.

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A. GENERAL

A.1 Status of the TA

1. This is the Final Report of the TA 6504-REG: ”Improving Connectivity and destination management of Culture and Natural Resources in the south Asia Subregion-Package T3 (Nepal – Package1)”. This is a bridging TA aimed at ‘Enhancement of Project Preparedness and Management’ of the Nepal portion of the proposed South Asia Tourism Development Project (regional). 2. The contract agreement was signed on 31st August, 2009, with a total duration of the service of 8.25 months and completed in 22 May, 2010. 3. Ministry of Tourism and Civil Aviation (MoTCA) provided an office space in Tribhuvan International Airport Improvement Project building for the consultant’s use. 4. ADB’s Authorized Representative for administrative and technical aspect of the TA is the Director, Urban Development Division, South Asia Department (SAUD) and the Task Manager is Mr. Ron H. Slangen, Urban Development Specialist, based in the ADB Manila.

Ms. Teresa Kho Mr. Ron H. Slangen Director, Urban Development Division, Urban Development Specialist, South Asia Department (SAUD), Urban Development Division, Asian Development Bank, South Asia Department, P.O.Box: 789 Asian Development Bank, 0980 Manila, Phillipines Tel: +6326326270 Fascimile No: (636) 636 – 2293 E-mail Address: [email protected] Tel: (632) 632 – 4444 E-mail Address: [email protected]

5. TA team worked closely with the Executing and Implementing Agencies of the Project in Kathmandu and Lumbini. Names and addresses of all the staff in PCU and PMIUs are attached in Appendix A-1

MOTCA (EA) CAAN(IA) Mr. Murari Bahadur Karki Mr. Murari Bhandari, Joint Secretary, Project Director, Project Coordinator, SATIDP-Nepal Gautam Buddha Airport Upgrading Minstry of Tourism and Civil Aviation, Component. SATIDP-Nepal Singh Durbar, Kathmandu, Nepal. Civil Aviation Authority Nepal Ph. 97714211620 Fax: 97714211758 Babar Mahal, Kathmandu, Nepal Email: [email protected] Ph. 9771426416, 9771426418, Ex.-12 Web: www.tourism.gov.np Fax: 97714262516 Email: [email protected] Web: www.caanepal.org.np LDT (IA) Mr. Rajendra Bahadur Thapa Magar, Member Secretary, Project Director, Destination Improvement in Lumbini Component SATIDP-Nepal, Sacred Garden Lumbini, Nepal Ph: 97771580196 Fax: 97771580181 Email: [email protected] Web: www.lumbinitrust.org

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A.2 OBJECTIVE OF THE TA

6. This consultancy package is aimed to provide handholding (bridging TA) support for the effective and timely implementation of the Nepal portion of the proposed South Asia Tourism Infrastructure Development Project (regional). The overall objective of this TA is to, i. Enhance project management and exposure to ADB procedures in project implementation e.g., procurement and disbursement to the implementing agencies that include, ii. Assist in capacity building of CAAN and LDT for project implementation, formation of Project Coordination Unit (PCU), Project Management and Implementation Units (PMIUs) iii. Familiarize PCU, PMIUs with ADB procedures. iv. Assist in recruitment of Project Management Consultant for PCU. v. Assist in developing project management systems and procedures. vi. Assist in procurement activities and provide hands-on assistance in preparing and finalizing project documentation and recruitment of management consultants. vii. Assist the government in complying promptly with loan effectiveness conditions (i) the Project Agreements with CAAN and LDT should be made legally binding on CAAN and LDT, and (ii) the loan agreement between the OPEC Fund for International Development and Nepal should become effective; viii. Support the planning, investigation, surveys, and detailed design of priority packages that include, ix. Undertaking topographical surveys, geotechnical and archaeological investigations in Bhairahawa airport and visitors’ information center in Lumbini. x. Prepare data base for detail designing of Bhairahawa airport and Lumbini visitors information center. a. Finalization of TOR for updating of Lumbini Development Area Master Plan. b. Archaeological impact assessment for Bhairahawa airport construction and suggest safeguard measures. c. Preparation of safeguard documents related to resettlement and environmental impact of the Project. xi. Initiate public and community awareness raising programs. This task is focused in "Fostering Community Participation Component"(including preparatory activities for livelihood generation) in the surrounding settlements of Lumbini Master Plan Complex. It includes, a. Design and assist in implementing the initial public awareness programs in Lumbini. b. Assist in developing and implementing measures to strengthen LDT in engagement of communities in heritage tourism. c. Design and assist to demonstrate for heritage tourism livelihood generation including (i) social mobilization, (ii) skills development in heritage site management and tourism-related activities based on a value chain analysis, and (iii) linking communities to available microfinance services. d. Assist Nepal Tourism Board in the design of marketing program for Lumbini and other Buddhist sites in its vicinity.

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A.3 THE PROJECT / TOURISM INFRASTRUCTURE DEVELOPMENT PROJECT

7. South Asia Tourism Infrastructure Development Project is designed to develop and improve tourism-related infrastructure in Nepal, India and Bangladesh. In the Nepal portion of the Project, it aims to develop the “Footsteps of the Lord Buddha Circuit” by focusing interventions on the Lumbini Master Plan Development complex, which is the birth place of Lord Buddha and a World Heritage Site. Interventions are directed at, a. Connectivity Enhancement: Upgrading the Gautam Buddha airport to regional international airport standard. b. Destination Improvements in Lumbini Master Plan Area c. Fostering Community Participation in adjoining VDCs of Lumbini Master Plan Area,

A.4 THE CONSULTANTS’ TEAM

A.4.1 Table A.4.1: Team Members S. Specialist Responsibility No. 1. Project Management/Team Capacity building of EA and IAs, Leader Formation of PCU and PMIUs, Recruitment of management consultant, Mr. Devendra Nath Gongal develop project management system, Coordinate the inputs of specialists, Apply participatory approach, Reporting and Training. 2. Procurement Documents preparation related to recruitment of consultants, goods and Mr. Madan Shankar Shrestha services, Training and hands-on assistance to familiarize ADB procedure, prepare consultants’ ToR, Finalization of contract packages. 3. Airport Engineering / Design Update the existing draft Bhairahawa 1. Mr. Tirtha Bahadur Joshi Airport Master Plan, Engineering and geotechnical surveys, design brief and 2. Mr. Yajna Man Tamrakar parameters, data basis for Bhairahawa airport design. TOR for Management & DSC. Project Management System. 4. Financial Management Assist in financial management requirements, imprest accounts and Mr. Pratap Prasad Pradhan financial procedures, training to familiarize ADB financial procedure. 5. Heritage Upgrading/Conservation Engineering and geotechnical surveys, destination improvement, design brief, 1. Mr. Jiba Raj Pokharel. parameters and safeguards for Lumbini visitors center, ToR for upgrading of 2. Mr. Surya Bhakta Lumbini Development Area Master Plan. Sangachhe. TOR for Management and DSC. 6. Community–based heritage Assist in design and implementing Tourism community mapping, awareness raising, social mobilization, Fostering Community Mr .Rabi Jung Pandey Participation and Heritage Management and Tourism. 7. Archaeological Impact Archaeological impact assessment for Assessment Bhairahawa airport and Lumbini destination improvement area, safeguard Mr. Saphalya Amatya buried archaeology, suggest future research and changes in infrastructural works. 8. Environmental and Resettlement Assist in finalizing EIA, resettlement plan Safeguards and Safeguard documents. Mr. Salil Devkota.

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A.4.2 TA Project Office

8. MoTCA provided a furnished office space in TIA Development Project Office to the consultants on 15th September, 2009.

Nepalconsult (P) Ltd office address. Block No.: 10/47, Kupondole, Lalitpur, Nepal Mailing Address: GPO Box 492. Kathmandu, Nepal Phone: 977-1-5520153, 5011670 & 5523763 Fax:00977-1-5011671, E-mail:[email protected], Website: www.nepalconsult.com.np

Consultant working office addresses In Kathmandu TIA Development Project Office. P.O. Box: 284, Sinamangal, Kathmandu, Nepal. Phone: 00977-1-4466665 / 4466671 Fax : 00977-1-4477410 In Lumbini Lumbini Development Project Office, Lumbini, Rupadehi, Nepal Phone: 977-71-580194 Fax : 977-71-580181

B. APPROACH AND METHODOLOGY

9. Approach and methodology adopted in the Inception period were maintained. In principle, the approach and methodology include thorough review of RRP and related documents, intense and continuing joint working with EA and IAs. TA team had ample of interaction with the local people affected by the project and also other related government agencies like Ministry of Federal Affairs, Constituent Assembly, Parliamentary Affairs and Culture, Department of Archaeology (MoFACAPA&C), Rupandehi District Office, Rupandehi District Development Committee and seven VDCs. UNESCO resident office, Nepal Tourism Board and tourism entrepreneurs of Rupandehi District were consulted at various stages of the TA. A table of such meeting is attached in Appendix- B

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C. SECTORWISE PROGRESS

C.1 Project Management

10. Task The main tasks of the team is to support and facilitate the executing and implementing agencies (MoTCA, CAAN and LDT) in the implementation of the Project by enhancing their preparedness and project management capacity. It includes the following activities. a. Assist in capacity building of CAAN and LDT for project implementation, formation of Project Coordination Unit (PCU), Project Management and Implementation Units (PMIUs) b. Assist in developing project management systems and procedures. c. Conduct training program for familiarize PCU, PMIUs with ADB procedures. d. Conduct survey for preparation of detail design. e. Assist the government in complying promptly with loan effectiveness conditions [(i) the Project Agreements with CAAN and LDT should be made legally binding on CAAN and LDT, and (ii) the loan agreement between the OPEC Fund for International Development and Nepal should become effective] f. Assist the government in complying with conditions for disbursement [(i) Nepal should furnish a copy of its subsidiary financing agreement with CAAN, in form and substance satisfactory to ADB]. g. Ensure close working relation with EA & IAs and accommodate their views in the outcome of the service.

C.2 The Executive and Implementing Agencies

11. Ministry of Tourism and Civil Aviation (MoTCA) is the main Government agency responsible for tourism development, including policy, licensing and regulation of tourism industry in Nepal. There are five divisions and one Law and Regulation section in MoTCA. Project Coordinator of PCU, who is also a Joint Secretary, is the head of Policy, Planning and Infrastructure Division. MoTCA has started a Tourism Infrastructure Development Project (TIDP) since 2009. Various constructions related to tourism infrastructure are executed by TIDP. The fund is made available through annual budget of the Ministry and is dependent on national resources. Average annual budget of TIDP is nearly NRs. 8 to 10 million. Seven out of 15 positions of this project are in deputation from other Ministries, while the rest are in contract. 12. PMC, that will be recruited by PCU of SATIDP-Nepal will support PCU in coordination, financial management, and project performance monitoring of the project activities and reporting as well. PMC will also support PMIUs in management aspect of the respective components, procurement and financial management. 13. Civil Aviation Authority Nepal (CAAN) is responsible for all air traffic services, operation, development and management of all airports in Nepal. Although an autonomous body, it is operated under MoTCA. Its Board of Directors is headed by the Minster MoTCA. Implementation of upgrading of GBA will be supervised by Airport Transport and Development Directorate of CAAN. PMIU under this Directorate will be headed by a Project Director. For design and supervision works, consultants will be recruited. Planning and budgeting of the project activities, financial management and coordination with PCU will be done by PMIU. 14. Three staffs are already assigned in PMIU/CAAN. The remaining five staffs as proposed in RRP are still to be assigned. Among them, in-house Civil and Structural Engineer, Electrical Mechanical Engineer, and Instrumentation Engineer are engaged in their respective positions at present. Social and Resettlement officer and Environment officer do not exist in approved positions of CAAN. CAAN has assured assignment of these staff when needed. Director and Airport Manager of GBA, who is abreast of land acquisition in GBA initiated the process as he has been invested with the authority for land acquisition and resettlement activities in GBA.

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15. CAAN has sufficient experiences in ADB funded projects. Nevertheless, as GBA is going to be upgraded to a regional/international airport and another ADB funded project for Tribhuvan International Airport in Kathmandu will be implemented simultaneously, CAAN may face some management problem. This may be reflected especially in manpower management and office space requirement. It was suggested to use the fund allocated in incremental administration of the project for GBA upgrading for this Purpose. 16. Lumbini Development Trust (LDT) is an autonomous, non-governmental and non- profit organization. During the preparation stage of SATIDP, LDT was under Ministry of Culture Tourism and Civil Aviation. After the reorganization of the ministries, it now falls under the Ministry of Federal Affairs, Constituent Assembly, Parliamentary Affairs and Culture (MoFACAPA&C). Its Executive Committee is headed by the Minster MoFACAPA&C. Development works and management of the Lumbini Development Master Plan Area is headed by a Project Chief with technical background with his office in the site at Lumbini. A liaison office is established in Kathmandu. The office of Project Chief in Lumbini has four Divisions. Technical matters are executed by Planning, Construction, Forest and Gardening Division. This division has thirteen technical positions of which three positions are still vacant. Although design and supervision works will be executed by DSC, recruitment of the vacant positions can suffice partly the man power requirement of PMIU. Other remaining two positions (institutional and community development officers) can be contracted from market. 17. LDT does not have prior experience in donor funded projects. GoN provides annual budget for administration, construction and maintenance activities. It also has some income from entry fee, donation and other. LDT has no mandate to work in the VDCs around Lumbini project area under Lumbini Development Trust Act -2042. However, the original Lumbini Master Plan covers more than the current project area and has clearly specified activities to be undertaken there. 18. Three officials have already been assigned in PMIU/LDT. It needs to strengthen PMIU with the recommended manpower in RRP. Moreover, through SATIDP, LDT will expand its horizon of activities by i) engagement in the adjoining VDCs ii) involvement in tourism marketing and iii) upgrading of its Master Plan. To address these challenges LDT is recommended to establish new division for i) Community Development and ii) Planning and Management of Visitors. (Appendix –C-2). It should also recruit the already approved and vacant positions. LDT assured to address this proposal positively and remaining officers in PMIU will be assigned once the project takes speed. 19. A ‘Project Coordination Committee’ (PCC) was formed to facilitate working relationship between LDT and VDCs. The committee is chaired by the Project Director PMIU and its member secretary is the Project Manager of LDT (procurement officer, PMIU). Chairman and secretary of Sustainable Tourism development Committee of each VDC are the members of PCC. One of them will be elected as the Vice-chairman of PCC.

C.3 Project Management System

The following actions were undertaken during the report period. 20. Formation of National Steering committee National Steering Committee (NSC) was formed on May 10, 2009 with the following members: 1. Chairman – Secretary MoTCA. Members; 2. Representative of Ministry of Finance, 3. Representative of Ministry of Federal Affairs, Parliamentary Affairs, Constituent Assembly and Culture 4. CEO, Nepal Tourism Board 5. Director General CAAN 6. Vice chairman LDT 7. Director General, Department of Archaeology. 8. Member Secretary – Joint secretary MoTCA/National Project Coordinator

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C.4 Establishment of PCU and PMIUs

21. Project Coordination Unit in MoTCA was formed on 17 Dec 2009. Project Coordinator, Procurement Officer, Account Officer and Safeguard Coordinator were also assigned. Tourism Marketing & Promotion Officers and Community Tourism Officers are to be deputed by NTB in the NTB cell of PCU. These officers may be assigned at later stage before the start of design work. Internal transfer of officers in MoTCA delayed the formation of PCU. 22. During the TA period, PCU has been sufficiently mobilized. PCU office space is in place and it has started project related activities. This includes coordinating with the PMIUs, annual budget preparation for the project, and project coordination with ADB. It has started recruitment of PMC and is evaluating the EOI of consultants. Short listing of consultants is expected to be at the final stage at the end of this TA. All the PCU staff participated in the training program organized by this TA to familiarize with the project and guidelines on financial management, and procurement process of ADB. 23. Project Implementation Unit in CAAN was formed on 23 Nov. 2009. Project Director, Procurement officer and Account Officer were assigned. The remaining officers could be assigned after the selection of Design and Supervision Consultant. 24. PMIU in CAAN has been mobilized during the TA period. Coordination with PCU and project related action has already been started. Annual project budget for coming fiscal year has been prepared. Recruitment of DSC has also started. It is expected that evaluation of EOI of the consultants will be at its final stage at the end of this TA. All the PMIU staff participated in the training program organized by this TA to familiarize with the project and guideline on financial management, and procurement process of ADB. 25. Project Implementation Unit in LDT was established on 17 Nov. 2009. Project Director, Procurement officer and Account Officer were assigned. An Engineer and Quantity Surveyor could be assigned after the selection of Design and Supervision Consultant. Institutional Officer and Community Development Officer are however needed to be assigned immediately after the signing of Subsidiary Project Agreement. 26. PMIU in LDT has been mobilized during the TA period. Coordination with PCU and project related action has already been started. Annual project budget for coming fiscal year has been prepared. Recruitment of DSC has also started. It is expected that evaluation of EOI of the consultants will be at its final stage at the end of this TA. All the PMIU staff participated in the training program organized by this TA to familiarize with the project and guidelines on financial management, and procurement process of ADB. 27. Job description of the Project Coordinator and Project Directors have been prepared and is given in Appendix C-4.

C.5 Project Coordination Committee in Lumbini

28. A project coordination committee was formed in LDT for the management of ‘Fostering Community Participation in adjoining VDCs of Lumbini Master Plan Area’ component. This committee will be an instrument for coordination between LDT and the VDCs. Project Coordination Committee Chairman – Member Secretary, Project Director PMIU Vice Chairman -- from the members Member Secretary - Project Manager, Procurement officer PMIU Members - Chairman, Sustainable Tourism Development Committee of each of the seven VDCs. (total 7) - Secretary, Sustainable Tourism Development Committee of each of the seven VDCs. (total 7)

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C.5.1 Coordination among PCU and PMIUs

29. The Implementation Agencies CAAN is an autonomous institution and LDT falls under the domain of MoFACAPA&C whereas MoTCA is the chief Executing Agency of the Project. Coordination among these institutions is a must for smooth implementation of the Project. Apart from establishment of Project Management System, these institutions are required to develop a good working relation to coordinate the activities of each of these offices. TA initiated to establish coordination among them with joint meetings of PCU and PMIUs. Understanding of the working relation was discussed including the establishment of a Project Management System. The working module of procurement, reporting, coordination, financial management including disbursement, approval of documents, auditing and information sharing were intensely discussed. 30. Coordination and development of working relation has started in practice during the TA period. Approval of EOI documents and publication of EOI notices was executed with a proper understanding of the Project Management System. Draft annual budget for the project for FY 2010/2011 was also Prepared.

C.5.2 Project Agreements

31. Comments on Project Agreement including Subsidiary Agreements with CAAN and LDT were provided to the Project Offices and subsequently were sent to the Ministry of Finance. 32. CAAN provided its comments on the interest rate and exchange rate risk of the loan part of the agreement. 33. The Project Agreement was singed on 25.5.2010.

C.5.3 Project Management System

34. A Project Management System worked out during the TA will provide the Project Coordinator and Project Directors a basic tool to guide them to keep the project components on track by taking appropriate actions. This tool is robust and easy to use. The concept of the system is to make PCU capable to consolidated monitoring of the entire project and control individual components. PMIUs will be capable to check the status and incorporate any feedback. It also helps the project officers to communicate any issues that cannot be resolved at their level to the upper level of decision makers. 35. A flow chart for project management and a chart showing the functional responsibilities of PCU, PMIUs and their coordinated relation have been prepared and are given in Fig. C-1 and C-2. Detailed Work Plan for each of the PCU and PMIUs is prepared for their use in budgeting and progress review. (Appendix-C-5.3.1, C-5.3.2 and C-5.3.3) 36. Project Management System has been established, put in place and practiced during the TA period. 37. A draft ToR for WHS panel is attached in Appendix –H-3.1

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Fig – C-1 PROJECT MANAGEMENT FLOW CHART

Project Office Establishment

Assign Project Staff

Planning and Budgeting

Formation of Consultant Selection Committee and Preparation of EOI for shortlist of consultants Document with evaluation criteria

PCU gets Approval of EOI Document from ADB

Approval of EOI document from GON

Notification for EOI Preparation of RFP

Evaluation of EOI and recommendation

PCU gets Approval of the evaluation and shortlist of consultant from ADB

Evaluation short listing approval by GoN

Preparation of Draft RFP and Evaluation with Criteria

PCU gets approval of RFP document from ADB

GoNs approves RFP and formation of Evaluation Committee

Issue of RFP

Technical Evaluation of Consultant & recommendation

PCU gets approval of Technical evaluation and opening of financial proposal from ADB

Approval of the evaluation for GoN

Evaluation of Financial Proposal, final ranking and relation

PCU gets approval of final ranking and relation from ADB

GoN approval evaluation & selection of consultant

Contract sign and Commencement of Design

Preparation of Bid Documents Complete design & criterion

Tender Evaluation committee formation

PCU gets approval of Bid document for ADB

Approval from GoN

Bid-Tender Notice

Bid/Tender Evaluation and Selection of Contractor

PCU gets approval of evaluation from ADB

Tender evaluation approval from GoN

Contract signing and commencement of work

Completion of work and final reporting

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Fig – C-2

Program and Budget approve from MoTCA, Submit to ADB Submit to MoTCA and NPC & MoF NPC

Monitor and Review of Approval of Plan & Consolidate Program Approval from Submit to ADB Consolidated Project Activities & Budget Budget Proposal ADB Report Progress

PROJECT COORDINATE UNIT Disbursement Audit Documents Report

Consultant Contractor Disbursement Construction Planning Budgeting Reporting Selection Selection Documents Supervision

MANAGEMENT AND IMPLEMENTATION UNIT (PMIUs)

Audit Report

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C.6 Investigation and Surveys

38. Topographical and Geotechnical survey were conducted in GBA (existing and proposed land for extension) and Lumbini through sub-consultants. These surveys are necessary to prepare design briefs and to update the draft Master Plan of GBA. 39. Monumentation of airport area, new runway and VIC were also done with reinforced concrete pegs. The detailed airport plan with contours, longitudinal and cross section drawings of runway, taxiway and apron in GBA are also completed. These drawings will help the detail designing of infrastructures and facilities of GBA. 40. Geo technical survey was completed with necessary soil investigation works and laboratory tests. Separate reports are prepared of these investigation and survey. The soil investigation results will be helpful during the design phase, and in expediting the pavement design works of runway, taxiway, apron and roads. Similarly, it will be helpful in the structural design works of buildings. Following field tests among others were undertaken during the investigation: i. Auger boring in runway, taxiway, apron (spacing of 200 meter along 10 meter from runway centerline) ii. DCP test along runway; taxiway and apron centerline at 100 meter interval. iii. Field density test and collection of soil samples from test pit at 100 meter interval. iv. 10 meter deep boring and 15 meter deep at international/ domestic terminal building extension/VIC and control tower building site. v. Schmidth hammer test on reinforced concrete structure of unfinished one storied building in GBA.

C.7 Familiarization of ADB Procedure

41. The relevance of this activity and its modality was finalised with Project Coordinator and Project Directors. The program in total was designed to be conducted in different phases. 42. The first part, conducted on 22.1.2010, focused on i) Introduction of the Project and TA ii) ADB’s Project Cycle ii) Procedures for Procurement of Consultants and iii) Financial Management System for ADB funded projects. The second part, conducted on 30.3.2010 included i) Procedure for Procurement of Goods and Works ii) Disbursement and Reimbursement procedures and Project Audit. The third part was hands on support in actual application of the procedures. This was executed during the stages of procurement activities in the office of PCU and PMIUs. 43. The first two programs were joint session where all the participants from different offices were present and were conducted in Kathmandu. Both the programs were one day session and the paper presenters (trainers) were the experts engaged in the TA. Hiring of presenters from outside was deemed not necessary. 44. Separate reports of the training programs were prepared and submitted to ADB.

C.7.1 The Event and the Outcome

45. The first training program: A general introduction of SATIDP was presented and followed by the related topics of the program.

Procurement and Recruitment of consultants: i. Use of consultants in ADB funded projects ii. Consultant Selection Methods iii Preparation of EOI document for Short listing of Consultants including EOI evaluation criteria iv. Preparation of Terms of Reference (TOR) and RFP v. Evaluation of technical and financial proposal including final ranking vi. Contract Negotiations vii. Contract implémentation

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Financial Management: i. Introduction of ADB’s support areas i.e. loan, grant and other technical support. ii. Lending criteria of ADB fund to the member nations i.e. government or private sector iii. Basic principles of disbursement of fund to the borrower iv. Loan documents e.g. financing agreement, project agreement, subsidiary financing agreement v. Loan milestone dates i.e. approval, signing, effectiveness, project completion and loan closing vi. Project accounting requirements of the borrower vii. Basic requirements for disbursements once the loan becomes effective viii. Requirement for the submission of audited project accounts and the audited financial statements. ix. Disbursement procedures e.g. reimbursement, direct payment, imprest account, SoEs x. Imprest account procedures (first generation and second generation imprest accounts) xi. Audit, review and suspension of imprest account.

46. The second training program: Project management system to be adopted during the implementation of the project, job description of Project Coordinator and Project Directors and interrelation of PCU and PMIUs was highlighted. It was followed by procurement, disbursement aspects and community based heritage tourism component of the project

Procurement

i. ADB procurement principles ii. ADB Guidelines on Procurement of Goods iii. ADB Guidelines on Procurement of Works iv. Bid packaging v. Prequalification vi. Bid Preparation vii. Bid Evaluation

Disbursement

i. Introduction about basic principles of ADB and OFID’s disbursement procedures. ii. Explanation about the disbursement guidelines and principles of ADB and OFID as prescribed in the respective guidelines of these agencies. iii. Importance of the authorized signatories in submitting the withdrawal applications and certification of the supporting documents. iv. Disbursement letter and its contents and the importance of the disbursement letter in making withdrawals from the loan and grant accounts. v. Terms and conditions of Retroactive Financing. vi. Reallocation of loan and grant proceeds. vii. Cancellation and suspension of the loan and grant proceeds. viii. Disbursement procedures i.e. Direct Payment, Reimbursement, Commitment, Replenishment of Imprest Fund. ix. Use of the irrevocable letter of credit and qualified letter of credit for the import of goods. x. Use of the Statement of Expenditures for disbursement of small expenses. xi. Documents necessary for the submission of withdrawal applications.

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xii. Use of the Imprest Account (ADB) and the Revolving Fund (OPEC) for making payments from these accounts. xiii. Requirement of submitting the withdrawal application of OFID loan proceeds to the Loan Administrator (ADB). xiv. Description of the accounting records prescribed by the government in maintaining the loan and grant records funded by donors. xv. Description of the project accounting format used for the submission of audited project accounts.

C.7.2 Community based heritage tourism

47. The training program tried to append an understanding about the Project and its contribution to sustainable economic growth and reduce poverty through development of environmentally and culturally sustainable and socially inclusive tourism, leading to increased employment, better distributed incomes and benefits to the local communities, and enhanced conservation and management of the natural and cultural assets of Lumbini and its surroundings. 48. During the training, the measurable outcomes to be achieved through this project were indicated as follows: (a) building the capacities of sector agencies for sustainable protection and management of natural and cultural heritage sites as well as tourism-related infrastructure and assets and (b) strengthening the linkages between tourism and local people and building the capacities of communities to enable them to obtain greater benefits from tourism. 49. It also tried to focus on supporting for fostering community participation, capacity building, and project management with interventions for (a) greater community engagement in heritage management and tourism; (b) institutional and human resources development of relevant agencies in planning, developing, and managing heritage sites and assets of tourism importance; and (c) effective project implementation. 50. Likewise, basic information shared on the importance of Lumbini as a world heritage site and potential benefits from tourism to the local economy, particularly the new markets and livelihood opportunities that the local people can access. The training also supported a demonstration scheme for heritage tourism livelihood generation including (i) social mobilization, (ii) skills development in heritage site management and tourism-related activities based on a value chain analysis, and (iii) linking communities to available microfinance services. Sharing best practice of TRPAP and lessons learned from this programme, local and nongovernmental organizations (NGOs) and microfinance service providers experienced in similar schemes were envisaged to be involved as needed. 51. Efforts made to make the trainees aware about the provision for promotional assistance to be given to the Nepal Tourism Board by this project for designing of a marketing program to promote Lumbini and other Buddhist sites in its vicinity.

C.7.3 Project Awareness Program

52. An additional program was conducted to make the tourism entrepreneurs from the private sector in the district headquarter of Rupandehi, Siddhartha Nagar (Bhairahawa). As the sites of all the components of the project lie within Rupandehi district, it was practical to make them aware of SATIDP-Nepal. 53. Siddrthanagar Association of Travel Agents (SATA) supported in organizing this program in the premise of Bhairahawa Chamber of Commerce. 40 participants were present in the program and a lively discussion took place at the end of the session.

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D. PROCUREMENT

54. Task

The TA intends to facilitate the Project Offices in Procurement activities which include;

i) Provide hands-on assistance in preparing and finalizing all documentation for recruitment activities for services, goods and civil works in accordance with ADB guidelines ii) Finalization of contract packages their grouping and mode of procurement. iii) Assist in finalizing the TOR for proposed project management and design consultants. iv) Expedite project start up especially assist in recruitment of Project Management Consultant for PCU. v) Familiarize Project Coordinators and other senior staffs of PCU and PMIUs e.g. Engineers, Architects, and Accountants with the ADB procedures on procurement guidelines, standard bidding document, financial guidelines and other related documents.

D.1 Assessment of PCU, PMIUs procurement capability

55. An assessment of PCU and PMIU on the knowledge of ADB procurement procedure and guideline was made. Although, MOTCA had executed ADB funded projects on previous occasions, no institutional memory exists as most of the previous staff are now retired. Nevertheless, some of its staff has experiences on Procurement Procedure of the Government of Nepal. LDT has no experiences on donor agencyfunded projects except for some of its staff. The Project Director/CAAN and members of his team were previously involved in ADB funded project and are familiar with ADB procurement procedures and guideline. However, PCU/MOTCA, PMIU/LDT and PMIU/CAAN are all following Government of Nepal, Public Procurement Act and Public Procurement Regulation which are drafted in similar principles as ADB procurement guideline. It is to be noted that the Public Procurement Act (2007) and the Public Procurement Regulation (2007) covers all aspects of procurement of goods, works and consultancy services. The interaction by PCU and PMIU personnel during the training program showed that they could adapt to ADB procurement guidelines. 56. The project has three different units to accomplish its objectives. PCU, although responsible for overall monitoring and supervision of the project including getting approval of different documents from ADB, fund flow to PMIUs and disbursement, will not be doing procurement works for PMIUs. Each of the units (PCU, PMIU/CAAN and PMIU/LDT) will carry out procurement for their respective packages for their respective components. 57. Man month input of consultants in DSCs was revised to balance it for design and supervision period. The total man month is different than worked out in RRP (AppenidxD-1). TOR for PMC and DSCs was finalized accordingly for EOI and RFP. This TOR was used in EOI documents for short listing of consultant and shall be used in RFP also.

Project office International National Design Bidding Construction (m/m) (m/m) period period phase (months) (months) (months) PMC 0 67 12 6 24 DSC/LDT 9 115 12 6 18 DSC/CAAN 18 208 12 6 24

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D.2 Procurement documents

58. The following ADB documents on procurement of consultancy services, goods and works are to be used by PCU and PMIUs. These documents were used for preparing procurement related documents (EOI, RFP). a. ADB Procurement Guidelines b. Guidelines on use of Consultants c. Consulting services operations manual d. Handbook for users of consulting services e. Standard bidding document for procurement of civil works (large contracts)/ ICB f. Standard bidding document for procurement of works (small contracts)/NCB g. Standard bidding document for procurement of goods h. Standard bidding document for Design Build and Turnkey contract i. Prequalification of contractors j. Guide on bid evaluation

59. The above documents were used in training programs for key personnel of PCU and PMIUs and soft copies of documents were provided to them for their reference.

D.3 Recruitment of consultants

60. Short listing of consultants: ADB standard templates on EOI were used for recruitment of consultants, which contained information on firms’ eligibility, management competency, technical competency and geographical competency. Information on firms’ registration and organization and financial competency were added as advised by PCU. EOI for Design and Supervision Consultant for PMIUs of CAAN and LDT were prepared using project information, consultants input (man months) and terms of reference provided in the RRP. The draft EOIs and evaluation criteria were prepared in consultation with PCU and PMIUs. PCU received approval of these documents from ADB with some comments which were incorporated in the final documents. Domestic firms as the lead firms for PMC/PCU and DSC/CAAN and international firm as the lead firm for DSC/LDT consultancy packages have been retained as proposed in RRP. 61. EOI notices for PMC/PCU, DSC/LDT and DSC/CAAN consultancy packages were published in the ADB web site and local national dailies for short listing of consultants after receiving approval from ADB.

Package Notice published in Notice published in EOI submission National Newspaper ADB web site on dead line PMC/PCU 11 March,2010 12 March, 2010 10 April, 2010 DSC/LDT 5 April,2010 8 April, 2010 7 May, 2010 DSC/CAAN 2 April,2010 8 April, 2010 7 May, 2010

62. Recruitment of Sub-consultants: Recruitment of sub-consultants was required for Topographical survey and Geotechnical investigation works of Gautam Buddha Airport, Bhairawa and Lumbini Master Plan Area. As there are no standard document available for preparation of RFQ and contract document for hiring sub-consultants, simple RFQ and draft contract document were prepared based on RFQ for procurement of goods/works and standard contracts for consultancy services. The RFQ and other related documents were approved by ADB and subsequently sub- consultants were hired.

D.4 Training of PCU, PMIUs personnel on ADB procurement procedures and guidelines

63. Two training programs were conducted to familiarize the project staff to familiarize them of ADB project procedure and guidelines on procurement. The first training program was organized on 22 January, 2010 and it focused on selection of consultants including preparation of EOI documents, short listing, preparation of TOR, cost estimates, RFP documents, evaluation of technical, financial proposals and

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award of contract, contract negotiation and signing of contract. Materials and presentation for the training program were developed based on Guidelines on the Use of Consultants by ADB and its Borrowers, Consulting Services Operations Manual, Handbook for Users of Consulting Services, GON Public Procurement Act and Procurement Regulation. The training program was participated by all PCU and PMIUs designated project personnel. The participants interacted freely with the trainer and the fellow participants and shared their experiences. Hands on training were provided to PCU and PMIUs during preparation of EOI documents. A complete set of training material and ADB Procurement Guidelines, Guidelines on use of Consultants, and Consulting services operations manual, in soft copies were provided to the participants for future reference. 64. A second training program was organized on 30 March, 2010. to familiarize PCU/PMIUs personnel on procurement principles, procurement of goods and works. The content of training included ADB procurement principles, ADB Guidelines on Procurement of Goods, ADB Guidelines on Procurement of Works, Bid packaging, Prequalification, Bid Preparation, Bid Evaluation. 65. The participants interacted on various issues during the presentation. They were provided with soft copies of the related documents. It is anticipated that this will enable PCU and PMIUs on procurement works including pre-qualification of contractors, bid preparation, bid evaluation. The PCU and PMIUs staff are recommended to be invited to training programs which are conducted regularly by ADB in Nepal and Manila.

D.5 Preparation of RFP for selection of Consultants

66. Draft RFP documents for selection of Project Management Consultant for PCU of MOTCA, Design and Supervision Consultant for PMIUs of CAAN and LDT was initiated based on the revised TOR and budget for consultancy services included in RRP. In the RRP a lump sum total amount is mentioned for the three consultancy packages. The total amount was broken down into three consultancy packages based on the estimated man-month input, out of pocket expenses, provisional sum and contingencies for the three packages. 67. The terms of reference and professional man months provided in the RRP were discussed with PCU and PMIUs for their adequacy as per the requirement of PCU and PMIUs. It was agreed with the PMIUs that the consultant’s input during supervision phase provided in the RRP/TOR were not adequate. The RRP/TOR was reviewed and a revised TOR along with a comparison of man-month input was prepared for LDT and CAAN consultancy packages and forwarded to ADB for their review and comment. The TOR was finalized after receiving ADB comment (Appendix D.5). The cost estimates for the three consultancy packages are as follows.

Table D.5.1 Estimates for the three consultancy packages

Items PMC DSC/LDT DSC/CAAN (US$) (US$) (US$) Remuneration 348000 700000 1304000 Out of pocket 79533 100720 482853 Contingencies 42753 80072 178685 Provisional sum 57333 57333 114667 Total 527619 938125 2080205 Grand total 3545949

68. Based on the budget for consultancy services, standard ADB format for Simplified Technical Proposal (STP) were used for preparation of RFP for PMC/PCU, DSC/LDT and Full Technical Proposal (FTP) document were used for DSC/CAAN consultancy packages. Work schedule, personnel schedule, detailed cost estimates, evaluation criteria for evaluation of technical proposal were also finalized jointly with respective agencies.

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69. As the shortlisting of consultants might be completed after closing of the ongoing TA, draft RFP for all project units were prepared to enhance the process in the absence of the consultants. These RFP documents submitted to PCU and PMIUs for their future use incorporate the comments made by ADB. PCU and PMIUs can later submit these to ADB for approval. This will save time in the consultant procurement process. The complete set of draft RFP document for PMC/PCU, DSC/LDT and DSC/CAAN consisting of Letter of Invitation, Instructions to Consultants, Technical Proposal - Standard Forms, Financial Proposal - Standard Forms, Terms of Reference, Standard Forms of Contract, Evaluation Criteria and Cost Estimate for the three consultancy packages were prepared jointly with PCU and PMIUs before being forwarded to ADB for review. 70. It was decided that the consultant for PMIUs (CAAN) will work in Kathmandu during the design phase as they will have to interact with senior officials of CAAN who are all based in Kathmandu. During the construction phase its office will be in the Bhairahawa. The consultant will hire office space for this purpose. LDT will provide office space and facilities to its consultants in its office complex in Lumbini during the design and construction supervision phase. The PCU consultant will be based in MOTCA office in Kathmandu during both design and construction phase. MOTCA will provide office space and facilities to the consultants. It is highly recommended that some counterpart staff be provided to the consultants to assist the consultants in their work and to retain some institutional memory associated with the consultants/project work once the project is completed. 71. Contract packaging: The number, size and mode of procurement included in the RRP (Appendix 8, Table 8.3) were discussed with the respective PMIUs. It is proposed that contract packages for CAAN as per RRP ( 2 civil works and 2 materials procurement) be subdivided into multiple lots depending on the nature of works/materials involved in the procurement. For LDT, as the size of procurement is only US$ 2.048 million, involving mostly civil works and some minor equipment supply and installation, only one procurement package is retained as proposed in the RRP. The proposed procurement packaging are as follows:

Table D.5.2 Proposed Procurement package

Project Procurement No. of Cost of Mode of Nature of work Unit packaging lot Package procurement 1.Civil works, Lot 1 $ 12.98 ICB Earth work and Package 1 million pavement of runway, taxiway and apron. Lot 2 $ 4.62 ICB Airport periphery road, million Ghagra Khola PMIU/ diversion, road CAAN diversion, CFR road, fencing and storm water drainage. 2. Civil works 1 Lot $ 8.13 ICB Water supply and Pacakge 2 million sewerage system, international / domestic terminal building, control tower and other buildings, landscaping 3. Equipment, Lot 1 $1.37 ICB CFR vehicles Package 1 million, Lot 2 $0.37 ICB X ray and security million equipment Lot 3 $0.30 ICB Meteorological million equipment 4. Equipment Lot 1 $4.68 ICB Navigation equipment Package 2 million Lot 2 $2.52 ICB Communication

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million equipment 1.Civil works 1 Lot $2.048 ICB Visitors information PMIU/ Package 1 million center, road, utility LDT blocks, bus park, walkways, water supply, solid waste management, signage

E. FINANCIAL MANAGEMENT

72. Task

The TA will assist PCU and PMIUs in familiarizing with the ADB disbursement procedures, opening and operation of the imprest account system, audit process, submission of the audited project account and the financial statements. TA will also support in establishment of Project Financial Management System.

Introduction

73. MoTCA as the Executing Agency of the project plays the role of Project Coordination Unit (PCU) and the CAAN and LDT as the Implementing Agencies will each have Project Management and Implementation Units (PMIUs) each. The PCU and PIUs have different legal status. The financial administration of these units is governed by the respective financial administration rules and regulations of these entities. In case there is any confusion in the financial administration of CAAN or LDT, they refer the financial rules and regulations of the Government. The financial management system of the PCU and PIUs are briefly described in the following paragraphs.

E.1 Financial Management System of PCU and PIUs

E.1.1 Ministry of Tourism and Civil Aviation (MoTCA)

74. Ministry of Tourism came into existence in 1978. In 1982, Department of Civil Aviation was merged into the Ministry of Tourism to become the Ministry of Tourism and Civil Aviation (MoTCA). The financial rules and regulations of MoTCA are based on the cash accounting system of the government. The accounting transactions and the financial statements are prepared based on the annual budget release and expenditure. Assets and liabilities are not reflected in the financial statements. However, the records of assets and liabilities are recorded in the supplementary statements prescribed by the government. 75. The ministry has the support of experienced accounting staff in keeping the accounting records. The finance person named and deputed for the project is an experienced person. He has worked in donor funded projects. He has the capacity in maintaining the accounting records of the project. There should not be any problem in maintaining a separate project accounts for ADB grant, operating the imprest account and compiling and producing consolidated financial reports and the project accounts.

E.1.2 Civil Aviation Authority of Nepal (CAAN)

76. Civil Aviation Authority of Nepal was established in 1998. Before its establishment, the then Department of Civil Aviation (DCA) was adopting the financial administration system and procedures of the government of Nepal. The accounting system was based on cash basis. The financial report was prepared on the annual budget release and expenditure system. The government financial administration system has its own shortcomings and not suitable for an organization like CAAN which operates on the principles of a commercial organization. 77. Since the organizational structure of CAAN was transformed into an autonomous authority, it slowly transcribed its financial administration system to a commercial accounting system. An accounting manual for this purpose was developed. The

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finance staff was provided training on the commercial accounting system. The current accounting system is based on the commercial accounting principles. It refers and follows the (i) Financial Administration Act 2055 (1998) and Financial Administration Rules 2056 (1999) of the government if there is any issue which is not addressed in its rules. 78. The finance department of CAAN is headed by the Finance Director. He is responsible for the overall financial administration system of CAAN. It has an independent Internal Audit and Assurance Department. This department is headed by the Deputy Director. He reports to the Director General. 79. Currently the financial administration of CAAN is guided by the following rules and regulations. 1. Financial Administration Rules, 2057 (2001) 2. Public Procurement Act, 2063 (2007) 3. Public Procurement Rules, 2064 (2008) 4. Airport Tariff Rules, 2038 80. The financial report of CAAN consists of (i) Balance Sheet (ii) Income Statement and (iii) Cash Flow Statement. These financial reports are consolidated and prepared by the Finance Section. In the case of the project accounts of any specific project funded by the donor, CAAN has a system of maintaining a separate project accounts of the donor funded projects. CAAN has had experience in maintaining a separate project account so there will be no problem in keeping a separate project account of government share of expenditure, ADB grant, ADB loan and OFID loan amounts. 81. Since its establishment, the financial administration system of CAAN has not had a noticeable transformation to a very sophisticated financial administration system. An accounting manual has been prepared to replace the government cash accounting system. Except for a billing system at Tribhuvan International Airport (TIA), all the accounting records are maintained manually. TIA’s current computerized billing system also needs manual interventions in producing the final bill. Finance staff admit that it is not a very efficient billing system. 82. CAAN has recently moved in the direction of computerizing the existing accounting system. It has awarded a contract to a local software company (CIT Nepal) to develop and install a custom made computerized expenditure accounting system. The consultant has developed the software and it is now at a testing phase. They have also provided 1st training to the accounting staff. The current plan of CAAN is to initially implement it at the central accounting cost centres from the beginning of the next fiscal year (16 July 2010). 83. CAAN has taken initiative to gradually replace the current practice of manual accounting system by a computer system. This is a good initiative. However, it does not have a clear road map in computerizing the accounting system of the whole organization. CAAN finance people realize that they have been slow in improving the financial administrative system and is in need of a total package of the Accounting Information System (AIS) which should address the following requirements. i. Revenue management system ii. Expenditure management system iii. Capacity building of accounting staff through appropriate trainings iv. Accounting manpower planning v. Improvement in the organizational structure of the finance and internal audit department with proper manpower planning 84. In order to understand and visualize the importance of an efficient financial administration system, the key personnel of the finance department is suggested to have an exposure to the system of advanced airport authorities. Key personnel of the finance department admitted that they lack understanding of how they should move forward to make the financial administration system efficient and effective. 85. Gautam Buddha Airport (GBA) has an accounting section located at the airport. A full set of the accounting records are maintained at GBA. The accounts section has a provision of accounts officer, accountant and the store keeper. However, at present the post of the accountant has remained vacant for quite some time. This issue was raised with the Finance Director and he assured that the post will be filled up according to the new manpower planning which has been approved. He also informed that the officer assigned for SATIDP is an experienced account who had

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already worked in ADB funded TIA project. The project will benefit from his experience. 86. At GBA, like in other airports, the accounts section has two divisions (i) Expenditure and (ii) Revenue. Store accounting falls under expenditure section. At present, these functions are administered by one individual staff. The accounting records of GBA is maintained as prescribed in the accounting manual of CAAN. It is kept on the accrual basis. A full set of the revenue and expenditure records are maintained manually. These records are supported by subsidiary records e.g. party ledger, salary ledger, revenue ledger, budget expenses ledger, revenue accounts and cash and bank accounts. 87. The central accounting department at Kathmandu is responsible for compiling and consolidating the financial statements of all the airports. Preparation of projects related accounts will need assistance from the finance department at central level.

E.1.3 Lumbini Development Trust, LDT

88. Lumbini Development Trust (LDT) was established as an autonomous body under a special Act “Lumbini Bikash Kosh Act 2042” (Lumbini Development Trust Act 1985). LDT has its own Financial Byelaws. The Byelaws need to be approved by the government for implementation. The current Financial Administration Bylaws 2058 (2001) of LDT was approved by the government in February 2001. 89. LDT follows the government accounting system. The financial rules of LDT state that it will follow an appropriate accounting system applicable to Non Governmental Organizations (NGOs) based on accrual accounting system. The current practices of adopting the government accounting system and procedures do not meet statutory requirements of LDT. 90. Government provides annual budget to LDT on different recurrent and capital budget heads. The annual budget is determined and approved in consultation with the government. Budget allocation provided to LDT is based on the annual plan submitted by LDT. At the end of the year any unspent budget amount needs to be returned to the government. However, LDT has not been fulfilling this requirement. The current Finance Controller has plans to refund the unspent balance effective from the end of this year. The financial administration system of LDT is also guided by the following rules and regulations of the government. 1. Financial Administration Bylaws 2058 (2001) 2. Public Procurement Act, 2063 (2007) 3. Public Procurement Rules, 2064 (2008) 91. LDT refers and follows the (i) Financial Administration Act 2055 (1998) and Financial Administration Rules 2056 (1999) of the Government, if there is any issue which is not addressed in its rules. 92. The financial reports of LDT consist of the Sources and Application of Fund which is called “Financial Statement”. It is a funds flow statement which shows the fund receipt and expenditure incurred during the year. It does not contain assets and liabilities. Separate records of assets and liabilities are kept for control purpose. 93. The financial management section of LDT has three divisions (i) Expenditure (ii) Revenue and (iii) Stores. These functions are administered by the individual staff deputed for these sections. The overall financial administration system is administered by the Finance Controller. The Finance Controller is deputed by the Financial Comptroller General’s Office (FCGO) of the government. He is a second class Under Secretary staff of the government. 94. In the past, LDT has not had any experience in maintaining a separate account for donor funding. This is the first time that LDT has been granted a grant of this scale by any international funding agency. LDT has been maintaining the current accounting records of the fund received from the government, donors and fund collected from internal resources satisfactorily. The current accounting manpower is capable of maintaining a separate project accounting records. The Financial Controller assigned in PMIU has worked in a World Bank funded project in the past. It will, however, be necessary to hire a supporting hand (commerce graduate) to maintain the accounts of the project and carry out the regular finance activity. This

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matter was discussed with the Finance Controller. He has agreed to initiate action to hire the new accountant. 95. LDT’s accounting records are maintained at the central location at Lumbini. It is kept manually. For preparing the financial reports, Excel Spreadsheet is used. There is no system of management accounting and reporting system. It was informed that LDT has plans in computerizing the accounting system. It is expected to be installed from the beginning of the financial year 2011/12. 96. Finance staff do not have written job description. They carry out their functions as guided and instructed by the Finance Controller. However, they have not faced any problem in executing and accomplishing the financial administrative job in a timely manner. It was informed that the existing Financial Administration Bylaws 2058 is due for amendment. This issue will be addressed in the amendment of the Bylaws. 97. Financial Bylaws of LDT has a provision of internal audit system but this requirement has not been complied and the issue has also been raised by the Office of the Auditor General. LDT is planning to outsource this assignment to the registered auditor to audit the accounts for FY 2009/10. 98. In order to improve the financial management capacity of LDT and to ensure that they have sufficient administrative and accounting capacity to establish effective internal control and efficient accounting/auditing procedures for the overall improvement of the financial administration system, following recommendations were discussed and agreed with LDT. Table E.1.3.1 S. No. Activities Activity Dates 1 Hiring of an accountant. (Commerce graduate with exposure to July 2010 computer operating system and some working experience is preferable). 2 Execution of the internal audit of the books of account for FY September 2010 2009/10. This function will be outsourced to a registered auditor having experience of auditing the accounts of the government or NGO. 3 Purchase of two computers for the finance section. It is essential September 2010 to have three computers for the finance section including the ADB project. 4 Update Financial Administration Bylaws 2058. The amendment July 2011 of the Bylaws should address the following matters. • Clear manpower planning and job description of the finance staff • New chart of accounts which should address the requirements of LDT • Provision should be made for depreciation of assets • Policy should be decided regarding capitalization of assets. • Treatment of grants in cash and kind should be spelled out • Guidelines published by the Institute of Chartered Accountants of Nepal (ICAN) for NGOs regarding audit guidelines should be referred in amending the Bylaws. 5 Computerization of the accounting system. LDT is not a big July 2011 organization. It should purchase a commercial accounting software off the shelf to meet its accounting requirements. Care should be taken regarding the support back up of the supplier. 6 Adopt commercial accounting system. The system should be July 2011 appropriate for a Non Governmental Organization. 7 Provide training to the accounting staff on the computerized April-June 2011 accounting system. 8 Carry out financial management improvement activities in July 2010-June consultation with the PCU Financial Management Expert of the 2015 project.

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E.2 Financing Plan

99. The financing plan approved in the RRP has been taken as a basis for allocating the project fund to CAAN, LDT and MoTCA based on the fund allocated in the Supplementary Appendix G of RRP. 100. In the project costs given in the RRP, estimate of the incremental costs has been calculated for various components of the project expenditures. In order to allocate it to PMU and PIUs, total amount of the incremental costs for various components of the project costs has been allocated to CAAN, LDT and MoTCA at the ratio of 40:30:30. This has been based on the judgment of the TA consultants and discussion held with the respective stakeholders. 101. The financing plan of the project in US dollars and Nepalese Rupees for three components of the project is given in the following table. The detail costs are given in Appendix – E.2.1 Table E.2.1 Financing Plan by Expenditure Account – Nepal Amount in USD/NRs '000 % of GoN % ADB % ADB % OFID % Total Total Grant Loan Loan Exp USD USD USD USD USD NRs NRs NRs NRs NRs A Connectivity Bhairahawa Airport Upgrading 5,714 15% 5,411 14% 12,035 32% 14,986 39% 38,146 82% 429,685 15% 406,915 14% 905,049 32% 1,126,963 39% 2,868,611 82% Heritage Site B Improvements Subtotal Heritage Site Improvement 290 11% 2,332 89% 0 0% 0 0% 2,622 6% 21,811 11% 175,383 89% 0 0% 0 0% 197,194 6% Support to Community Participation, Capacity Building & Project C Management Community Participation & Awareness 0 0% 555 100% 0 0% 0 0% 555 1% 0 0% 41,761 100% 0 0% 0 0% 41,761 1%

Capacity Building 0 0% 774 100% 0 0% 0 0% 774 2% 0 0% 58,167 100% 0 0% 0 0% 58,167 2%

Project Management 0 0% 3,667 100% 0 0% 0 0% 3,667 8% 0 0% 275,721 100% 0 0% 0 0% 275,721 8%

Total Project Costs 6,004 13% 12,739 28% 12,035 26% 14,986 33% 45,764 98% 451,495 13% 957,947 28% 905,049 26% 1,126,963 33% 3,441,454 98%

Interest During Implementation 720 100% 0% 720 2% 54,144 100% 0% 54,144 2% Total Disbursement 6,004 13% 12,739 27% 12,755 27% 14,986 32% 46,484 100% 451,495 13% 957,947 27% 959,193 27% 1,126,963 32% 3,495,598 100% The above total financing plan for the project has been broken down for five years project period and is given in Table E-2.2.

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Table E.2.2 :

Summary of Total Project Costs for Five Years Amount in USD '000 Amount in NRs '000 Year 1 Year 2 Year 3 Year 4 Year 5 Year 1 Year 2 Year 3 Year 4 Year 5 Total Total 2010/11 2011/12 2012/13 2013/14 2014/15 USD 2010/11 2011/12 2012/13 2013/14 2014/15 NRs

2067/68 2068/69 2069/70 2070/71 2071/72 2067/68 2068/69 2069/70 2070/71 2071/72

CAAN 2,351 9,917 16,946 11,009 143 40,366 176,829 745,754 1,274,337 827,888 10,738 3,035,546

LDT 567 1,687 1,810 622 104 4,791 42,646 126,882 136,118 46,795 7,840 360,281

MoTCA 179 119 119 119 71 607 13,487 8,926 8,926 8,926 5,364 45,628 Interest Capitalization 720 54,144 Total Project Costs 3,098 11,723 18,875 11,750 318 46,484 232,962 881,562 1,419,381 883,609 23,942 3,495,600

The detail breakdown of the above costs for CAAN, LDT and MoTCA is presented in Appendix – E.2.2 to E.2.4

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E.3 Budgeting Procedures

102. Financial Comptroller General’s office (FCGO) is the controller of fund at the central level. It releases budget to the projects through its District Treasury and Controller’s Offices (DTCO). The DTCO releases budget on the basis of the authority letter received from the concerned Ministry / Department. The Ministry of Finance issues the letter of authority for spending the allocated budget to the Ministries after submission of the annual budget in the Parliament. The concerned Ministries delegate its authority to the respective departments and offices. Until the budget is approved in the Parliament, budget is released through the Advance Bill in order to manage expenditure for such period. The limit of expenditure that can be spent under the Advance Bill is one third of last year's expenditure.

103. Budget release is based on the budget allocation provided in the annual budget approved by the Parliament. The project funding must be allocated in the annual national budget for the projects to receive its share of budget allocation. The budget should also include the sources of funding i.e. government and donors (grant or loan). The budget allocation and release procedures for the government and donor share of funding can be described in the following steps. Table- E.3.1 Budgeting Procedures

Particulars Time Frame Submission of request for budget allocation to the Ministry of Finance (MoF). Budget request is prepared for three years. The Step1 budget request should show the funding sources of the project March - April fund. Budget request for CAAN and LDT should be submitted to the MoF through their respective ministries. The Finance Minister presents the annual budget in the Step 2 July Parliament. Annual national budget is approval by the Parliament. Issue of the authority letter to the project for spending the budget Step 3 allocated and approved for the project. The Project Coordinator of July - August PMU will have this authority. On the presentation of the authority letter, the District Treasury and Controller office releases budget to the project offices. In the case of SATIDP, budget will be released to MoTCA (PMU). Budget release amount is separated between government share Throughout the Step 4 of funding, donor’s loan and grant amount reimbursable to the Year government relating to the donor funding. The reimbursable amount of donor share of funding is pre-financed by the government which is later reimbursed to the government from the imprest account or directly from ADB/OFID. PMU releases budget to the PIUs i.e. CAAN and LDT. Fund Throughout the Step 5 release to CAAN and LDT is segregated into government share of Year grant, ADB share of grant or loan and OFID share of loan. Periodic statement of expenditure is prepared for submission to PMU by CAAN and LDT. ADB and OFID share of expenditures Throughout the Step 6 are transferred to the government treasury from the imprest Year account. PMU submits withdrawal application to ADB for replenishment of Throughout the Step 7 the imprest account or for reimbursement to the government Year treasury. This is related to ADB/OFID share of funding. Annual financial statement is prepared. Any unspent fund balance with PMU is deposited at the consolidated fund of the government. In the case of CAAN unspent balance is carried forward to the next year as per the provision of subsidiary loan agreement (SLA) Throughout the Step 8 with CAAN. Year In the case of LDT, unspent balance is refunded to the government. Government disburses fund to LDT based on the annual work plan.

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104. A summary of the total budget for three years for CAAN, LDT and MoTCA is given in the following table. The detail breakdown of budget for three years according to funding sources is given in Appendix –E.3.1 to E.3.3 Table E.3.2 Summary of Three Years Proposed Budget Amount in USD '000 Amount in NRs '000 ADB ADB OFID ADB ADB OFID GoN GoN Grant Loan Loan Total Grant Loan Loan Total CAAN

Year 1 1,425 926 - - 2,351 107,188 69,641 - - 176,829

Year 2 2,322 1,896 3,252 2,446 9,917 174,651 142,563 244,577 183,963 745,754

Year 3 1,616 3,296 6,191 5,843 16,946 121,546 247,842 465,541 439,408 1,274,337 Sub Total 5,364 6,118 9,443 8,290 29,214 403,385 460,046 710,118 623,371 2,196,920 LDT

Year 1 - 567 - - 567 - 42,646 - - 42,646

Year 2 - 1,687 - - 1,687 GoN 126,882 - - 126,882

Year 3 - 1,810 - - 1,810 - 136,118 - - 136,118 Sub Total - 4,064 - - 4,064 - 305,646 - - 305,646 MoTCA

Year 1 - 179 - - 179 - 13,487 - - 13,487

Year 2 - 119 - - 119 - 8,926 - - 8,926

Year 3 - 119 - - 119 - 8,926 - - 8,926 Sub Total - 417 - - 417 - 31,339 - - 31,339

Total - 10,599 9,443 8,290 33,696 - 797,030 710,118 623,371 2,533,905

The flow chart of the budget release, cost centres for incurring expenses, replenishment and reimbursement of expenses, operation of the imprest account is presented in Fig.E.1

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Fund Flow

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E.4 Familiarization and Training

105. Two training programs were conducted to familiarize the project staff to familiarize them of ADB Procedures on Accounting, Budgeting, Auditing, operation of the Imprest Account, Revolving Fund of OFID, ADB and OFID Withdrawal Procedures of loan and grant.

106. The main focus of the first training was on keeping a separate set of the accounting records of the project for loan and grant, opening of the imprest account and the procedures of operating it, the procedures of operating the second generation imprest account, the importance of keeping the records of the Statement of Expenditure (SoEs) submitted to the bank for disbursement of fund, submission of the audit report on the project accounts, financial statements, imprest account and the Statement of Expenditure (SoEs). The content of training on accounting, budgeting and auditing included following aspects.

i. Introduction about ADB’s support areas i.e. loan, grant and other technical support. ii. Lending criteria of ADB fund to the member nations i.e. government or private sector iii. Basic principles of disbursement of fund to the borrower iv. Loan documents e.g. financing agreement, project agreement, subsidiary financing agreement v. Loan milestone dates i.e. approval, signing, effectiveness, project completion and loan closing vi. Project accounting requirements of the borrower vii. Basic requirements for disbursements once the loan becomes effective viii. Requirement for the submission of audited project accounts and the audited financial statements. ix. Disbursement procedures e.g. reimbursement, direct payment, imprest account, SoEs x. Imprest account procedures (first generation and second generation imprest accounts) xi. Audit, review and suspension of imprest account

107. The second training program was focused on the disbursement procedures of ADB and OFID fund. The content of training on the disbursement procedures included procedures of making payments from the loan and grant accounts, supporting documents necessary for submission with the withdrawal applications, opening of the first and second generation imprest account/revolving fund and their operating procedures, maintaining the accounting records prescribed by the government in keeping loan and grant accounts etc. The content of training on disbursement procedures included following aspects.

i. Introduction about basic principles of ADB and OFID’s disbursement procedures. ii. Explanation about the disbursement guidelines and principles of ADB and OFID as prescribed in the respective guidelines of these agencies. iii. Importance of the authorized signatories in submitting the withdrawal applications and certification of the supporting documents. iv. Disbursement letter and its contents and the importance of the disbursement letter in making withdrawals from the loan and grant accounts. v. Terms and conditions of Retroactive Financing. vi. Reallocation of loan and grant proceeds. vii. Cancellation and suspension of the loan and grant proceeds.

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viii. Disbursement procedures i.e. Direct Payment, Reimbursement, Commitment, Replenishment of Imprest Fund. ix. Use of the irrevocable letter of credit and qualified letter of credit for the import of goods. x. Use of the Statement of Expenditures for disbursement of small expenses. xi. Documents necessary for the submission of withdrawal applications. xii. Use of the Imprest Account (ADB) and the Revolving Fund (OPEC) for making payments from these accounts. xiii. Requirement of submitting the withdrawal application of OFID loan proceeds to the Loan Administrator (ADB). xiv. Description of the accounting records prescribed by the government in maintaining the loan and grant records funded by donors. xv. Description of the project accounting format used for the submission of audited project accounts.

E.5 Government Recording Procedures of Loan and Grant

108. The government is the borrower of loan. It has the responsibility in maintaining the accounting records of loan and grant received from the donors. The central account of the loan and grant is kept at the Financial Comptroller General’s Office (FCGO). There is a separate “Loan Investment Department” at the FCGO. This department is responsible for keeping the records of investment made to different projects and programmes. 109. The project entity is responsible in keeping the records of loan and grant received from the donors in the format prescribed by the government. Loan and grant records maintained by the project and the central record kept at the FCGO needs to be verified and reconciled periodically. Loan and grant records prescribed by the government are explained in the following chapters.

E.6 Imprest Account Ledger

110. Fund received in the imprest account and the disbursements made from the imprest account is recorded in this ledger. Imprest account is maintained in US dollar. However in this ledger amount equivalent in the Nepalese Rupees is also recorded. It is essential to show the Nepalese Rupees amounts as the project accounting records are kept in the Nepalese Rupees. The exchange rate used for the conversion of US dollars into Nepalese Rupees is also indicated in this ledger. Periodically, Nepal Rastra Bank (Central Bank) adjusts the exchange gain or loss in the imprest account which is shown in the imprset account bank statement. This adjustment is also made in the imprest account. The format of the imprest account is given in Appendix –E-6

E.7 Withdrawal Monitoring Register

111. All the withdrawal applications submitted to the bank is recorded in this ledger. This is a control ledger to track the status of the withdrawal application submitted to the bank. It is kept consecutively starting from withdrawal application number one, as soon as the withdrawal application is submitted to the bank. Once the disbursement information is received from the bank on account of the withdrawal application, the amount disbursed is recorded in this ledger. The format of the Withdrawal Monitoring Register is given in Appendix –E-7

E.8 Main Loan/Grant Register

112. Loan and grant disbursed from the bank is recorded in the Main Loan/Grant Register. This is the control account of the loan/grant disbursed from the bank. All disbursements made in different categories of expenses are recorded in this ledger. The format of the Main Loan Register is given in Appendix –E-8

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E.9 Subsidiary Loan/Grant Register

113. Loan/grant amount recorded in the Main Loan/Grant Register is posted in the Subsidiary Loan/Grant Register. This record shows the amount of loan/grant disbursed in different ADB/OFID categories of expenses. Each ledger sheet of this register shows the total amount of loan or grant disbursed under different categories of expenses. The total amount of loan or grant disbursed in each category of expenditure should agree with the total amount shown in the Main Loan/Grant Register. The format of the Subsidiary Loan/Grant Register is given in Appendix–E-9

E.10 Contract Ledger

114. Contracts will be awarded for goods and services for various project activities. Information on the contract awards for each contract is necessary for the project management as well as ADB/OFID. Contract Ledger contains information on the date of contract, total contract value, local taxes, funding share of ADB/OFID and counterpart funding, payments made to the contractors etc. This ledger is kept for each contract. The format of the Contract Ledger is given in Appendix –E-10

E.11 Project Account

115. The Project Account is the financial statement of the project. It shows the resources and applications fund. The detail information on the funding sources of the project and application of the fund for project expenses i.e. ADB loan amount, ADB grant amount, OFID loan amount, category of expenses, imprest account etc are shown in the Project Account. 116. Since the project requires maintaining separate accounts for ADB loan, OFID loan and ADB grant, it will be necessary to prepare a separate project accounts for each loan and grant amount. However, in order to show the overall picture of the project, a consolidated project account of loan and grant should be prepared. It will be the responsibility of the PMU to consolidate the project accounts of each loan and grant. The OAG is the Supreme Audit Institute of Nepal, who will certify the consolidated project account besides the individual project accounts of PMU and PIUs. The format of the Project Account is given in Appendix –E-11

E.12 Imprest Account Procedures

117. The detail operating procedures of the Imprest Account and Revolving Fund are given in the Loan Disbursement Handbook of ADB and the Revolving Fund Procedures of OFID. The operating procedures of these accounts are very similar. The salient features of operating these accounts are summarized in the following paragraphs. i. ADB/OFID make an advance disbursement from the loan account for deposit to an imprest account. ii. It helps the borrower reduce cash flow difficulties in pre-financing project expenditures thereby facilitating project implementation. iii. It reduces submission of the number of withdrawal applications to the donor. iv. The borrower needs to justify using this procedure, indicating the cash flow requirement for effective project implementation. v. The borrower must have sufficient administrative and accounting capabilities to establish adequate internal control, accounting, and auditing procedures to ensure efficient use of this account. vi. The borrower should have the capability to arrange for periodic and annual independent audits of the auditors. vii. Use of imprest account/revolving must be provided for in the RRP and loan agreement. viii. A separate convertible current bank account should be opened for the operation of imprest account/revolving fund.

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ix. The account may be opened at the Central Bank of the borrower’s country or in a commercial bank. x. It can be used for paying contractors, suppliers, and other payments for donor share of eligible project expenditures incurred in local and foreign currency. xi. The limit of the imprest account is donor’s share of eligible project expenditures to be financed through the imprest account for the next six months or 10 percent of the loan amount whichever is lower. In the case of revolving fund the limit is three months eligible expenditures. xii. The borrower requests liquidation/replenishment of the account by submitting a withdrawal application and the applicable supporting documents and the summary sheet of expenditures. xiii. Advances are to be gradually reduced within one year before the loan closing date or when the undisbursed balance of the loan, excluding outstanding commitments, is equal to twice the amount of advance, whichever comes first. 118. As proposed in the RRP and Financing Agreement, there will be a first generation imprest account at the PMU. The PIUs can have access to the imprest account through second generation imprest account. Separate imprest account will be opened for ADB loan, OFID loan and ADB grant. The number of imprest account will be as follows.

S.No PCU/PMIU Nos. Imprest Accounts (i) First Generation ADB loan 1 MoTCA (ii) First Generation OFID loan (iii) First Generation ADB grant

(i) Second Generation ADB loan 2 CAAN (ii) Second Generation OFID loan (iii) Second Generation ADB grant

3 LDT (iii) Second Generation ADB grant

119. There will be in total seven imprest accounts. The PMU is responsible in overseeing proper accounting system, control procedures, and the capability of managing the imprest account. MoTCA will be responsible in operating first generation imprest account for (i) ADB loan, OPEC loan and (iii) ADB grant. Considering the challenges that MoTCA will have to face in the initial stage of the project implementation, it is recommended that second generation imprest account should not opened soon after the effectiveness of the project. Initially, project funding should be managed through the first generation imprest account. CAAN and LDT should be provided necessary fund for loan and grant portion through normal budgetary process. Once MoTCA becomes comfortable in managing and operating the first generation imprest account, it can proceed in opening the second generation imprest account. 120. The first generation imprest account of the PUM will be opened at the Central Bank (Nepal Rastra Bank). NRB has the capacity and experience in operating and maintaining the imprest account in convertible currency. It provides bank statements to the project in time for submitting the withdrawal applications. CAAN and LDT maintain their accounts with commercial banks. The bankers of the GBA at Bhairahawa and LDT at Lumbini are Everest Bank Ltd. and NCC Bank Ltd. respectively. Second generation imprest accounts could be opened at these banks at Bhairahawa and Lumbini in convertible currencies. This was confirmed by the bank manager of NCC Bank at Lumbini and the Finance Director of CAAN.

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E.13 Internal Audit

All three agencies of the project have provisions for conducting the internal audit of the books of account. 121. Internal audit of MoTCA is done by the District Treasury and Comptroller office. DTCO carries out the internal audit every three months. It submits the audit report to the respective offices, ministry and the FCGO. A record of the issues raised in the internal audit is maintained by the DTCO. A follow up action is taken by the DTCO 122. CAAN has in house internal audit and assurance department. However this function has been currently outsourced to an audit firm. 123. In the case of LDT, it has a provision of internal audit in its Financial Administration Bylaws but this condition has not been fulfilled. The LDT management should address this issue and see that the internal audit system is in place. This issue was discussed with the Finance Controller and he has assured that the internal audit arrangements will be made to audit LDT accounts for FY 2009/10.

E.14 Final Audit

124. Office of the Auditor General of Nepal (OAGN) is the Supreme Audit Institute of the country. The scope of final audit of PMU and PIUs falls under the Office of the Auditor General of Nepal (OAGN). The OAGN conducts audit on an annual basis. It has the experience and capability in carrying out the audit of the donor funded projects. OAG will have no problem in completing the audit in time in order to issue the audit report on the project accounts, SoEs and the imprest account/revolving fund. A meeting was held with the Act Auditor General, to confirm if it will face any problem in conducting the audit in time and issuing the audit report with six months after the end of the year. It was informed that no problem is envisaged so as long as the project entities are ready for audit in time. The project entities should bear in mind the audit dateline and request the OAG in completing the audit in time so that the dateline for submitting the audit certificate to the ADB/OFID is met. ADB has agreed the audit to be performed by OAGN.

F. UPGRADING OF GAUTAM BUDDHA AIRPORT TO REGIONAL INTERNATIONAL AIRPORT

125. Tasks

i) Assistance to CAAN in updating the existing Draft Master Plan to identify the requirements and components, including integration of ongoing works with the proposed project of upgrading Gautam Buddha Airport to regional international airport. ii) Traffic data forecast at the future regional international GBA to ascertain the scope of work in site and consultants input requirement. iii) Prepare design brief for infrastructures and facilities to be constructed in GBA. iv) Topographical survey and soil investigation. v) Collection of meteorological information necessary fo designing works.

F.1 Updating Master Plan of GBA

126. Updating of the Draft Master Plan of GBA prepared by CAAN was done as per the Annex 14 of ICAO (Appendix– F-1.1). Conceptual detailed terminal area development plan (F-1.2) and the total cost of the component (Appendix-F.1.3)has also been worked out. The salient features of the draft Master plans are: i. New runway of 2600 meter length and 45 meter width for operation of 4 E type aircrafts with the runway centerline at spacing of 182.5 meter south from the existing runway centerline (future parallel taxiway). ii. Horizontal and vertical expansion of the unfinished left unused since 2002 one storied building for its conversion into international terminal building and upgrading of existing domestic terminal building.

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iii. New Control Tower building in between the proposed international and domestic terminal building. iv. Two separate international and domestic aircraft parking aprons and the location has been fixed as per the ICAO spacing requirement for 4 E aircrafts. International apron is located towards north in the terminal area at a spacing of 290 meter from runway centerline. v. Equipment yard for international aircrafts is planned at the north side of the international apron. vi. Ramp space for movement of international outbound luggage/cargo and buses are proposed in between the international apron (eastern side) and at the western side of international terminal building. Pallating and depallating of cargo will also be done in this area. Outbound international passengers will board the buses for the respective aircrafts from this ramp area. vii. Separate service road is planned from the fuel farm to international and domestic apron. This road is aligned parallel to the proposed international terminal building along the southern side in airside. This road will also be used for movement of inbound passengers / inbound luggage from international aircrafts and inbound/outbound luggage for domestic aircrafts viii. Inbound international passengers will board the buses from the aircraft and travel along the service road towards the eastern side of building to the area in between Control Tower and International Terminal building. From that area the inbound passengers will enter the Arrival Hall. ix. Feeding of inbound luggage to the baggage claim area of the international terminal building will be performed from the space in between the international terminal building and control tower. x. New site for Crash fire rescue facilities is planned at the middle of runway towards the southern side of the airport boundary. Crash fire rescue road connects the CFR site and the runway. A new CFR building is proposed here. This site is located at the appropriate location so that the fire vehicles can reach any part of the runway in case of emergency within the response time of 2 minutes. This site is accessible by the public road as well. xi. Separate car parking space in front of the international and domestic terminal buildings. xii. The existing interior road is modified and planned with a seven meter wide road having a separate entry and exit gates. xiii. Security gates will be installed at the entry points to the apron area. xiv. Space for Customs / Cargo building is planned adjacent to the public road towards the north east corner of the international apron. xv. RESA of 300 meter length and width of 90 meter (45 meter north and 45 meter south of runway centerline) has been maintained towards east and west of the runway threshold. Diversion of outer road and Ghagra Khola is realigned by maintaining a distance of 115 meters from the bank of Tinau river and the outer boundary of road. Another option study of passing Ghagra Khola through box culvert across the airstrip is recommended during the design stage. xvi. Existing public road which is aligned within the proposed airport boundary in the eastern side of runway is proposed to be diverted along the periphery of the proposed airport boundary. A distance of 1000 meter will be available from the runway threshold in the east from the realigned road. Approach light is proposed to be installed towards east along the extended runway centerline till 900 meter from the runway threshold. Height restriction of buildings around the existing road in the eastern side has to be imposed to maintain the slope as per Obstacle Limitation Surface. xvii. Existing public road in the western side is proposed to be diverted along the proposed new airport boundary and connects with the existing road in the southern side of runway. Another public road near the Tinau river has

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also been diverted along the western boundary of airport and connects with the existing road in the south of airport. xviii. Existing VOR / DME is installed along the extended runway centerline (future parallel taxiway) in the eastern side. Technical assessment is required for determining the location of the new VOR / DME. It has to be decided whether the existing location or a new site along the proposed runway centerline across the road is appropriate.

F.2 Projection of air traffic movement at GBA

127. This study has considered both international and domestic air traffic movements for coming 15 to 20 years.. The methodology used was collection and review of existing air traffic data of the airport; review of air traffic projection from earlier relevant studies, assessment of traffic generation. Air traffic origination, factors influencing future air traffic generation were also considered for this purpose.

F.3 Existing air traffic movement at GBA

128. At present, four domestic airlines namely, Buddha Air, Yeti Airlines, Agni Air and Sita Airlines are operating air flights in this airport. The types of aircraft operating at the airport are STOL airplanes (like Dornier and Beachcraft), Buddha Air operates ATR 42 aircraft (44 passengers capacity) and Yeti Airlines operate Jetstream aircraft (32 passengers capacity). Previously for about 15 months (i.e. from November 1, 2004 to January, 2006) bigger aircraft (i.e. Fokker 100) was under operation. However, its operation was discontinued from January 2006 due to accelerated damage caused to the aerodrome pavement. Air traffic movement data from 1992 to 2009 was made available by CAAN (Appendix-F-6.1 and Table F-6.1) Existing air traffic movement at Gautam Buddha Airport (GBA) in Bhairawa showed irregular growth pattern for the last few years. 129. Foreign passenger movement (exclusive of Indian Tourist) occupies very small proportion (2.5 to 6.50%) of total passenger movement at this airport (Appendix F- 6.1). The foreign tourists arrival in Lumbini is increasing every year and constitutes 22 % of the total foreign tourists arrival in Nepal (Appendix F- 6.1). Local tourists visiting Lumbini including Nepalese and Indian are 400,000 nos. in 2006 and 575,000 nos. in 2008.

F.4 Basis for Air Traffic Movement Projection

130. The tourism development in Lumbini will have a major impact in Gautam Buddha airport. With the development of this airport to Regional International airport, it will cater to both international and domestic air traffic movement. It is expected that the international air traffic movement will constitute direct flights from South Asia Region such as Sri Lanka, India, Myanmar, Japan, Thailand and others. The future air traffic movement for this airport will consist of the following: i. Generated international air traffic ii. Diverted international air traffic from TIA iii. Domestic air traffic 131. The international air traffic will be mostly originated from the countries in the region and sub-region. The international tourists will comprise those visiting Lumbini as pilgrims and others as part of tourism. Those visiting Lumbini for religious purpose will prefer Gautam Buddha airport as the point of entry to Nepal. 132. Once regional air links are established from Gautam Buddha airport to various destinations in India, many of these Indian tourists may prefer to use air flights. The rapid economic growth in India will positively contribute to switch over from the present surface travel mode to air travel. 133. Foreign tourists arriving in Kathmandu travel to Lumbini by land or by air through GBA.. Once the airport is improved, diversion of some portion of international air traffic from TIA to GBA will happen. This airport may also serve as an alternative airport to TIA. At present, international aircrafts are diverted to India when the aircrafts cannot land in Kathmandu due to poor visibility and other technical reasons.

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134. The present aircraft movement at this airport is a mix of STOL and other medium size aircrafts such as ATR 42 and Jetstream, which operate domestic flights from Kathmandu to GBA and vice versa. After the development of this airport, bigger jet aircrafts like B757, Air bus A320 and similar type aircrafts will be able to operate in this airport.

F.5 Assumption in Air Traffic Movement projection

135. Existing air traffic movement at Gautam Buddha Airport (GBA) in Bhairawa showed irregular growth pattern for the last few years. The projection is based upon the existing air traffic movement data of 2008, new runway of 2600 meter length and 45 meter width will be constructed parallel to the existing runway and will be aligned towards south of the existing runway. The construction works of this airport will be completed in late 2014 and will operate international flights from 2015. The existing runway will be operational throughout the construction period for domestic air traffic movement. The existing trend in the traffic growth is taken into consideration and accordingly it is projected till 2028. Following assumptions are considered during international and domestic air traffic passenger movement projection: i. Domestic passenger traffic will grow at an average of 5 % from 2009- 2014, 10 % from 2015 to 2020 and 5 % from 2021 to 2028 ii. An average of 30% of 575,000 visitors to Lumbini in 2008 (Nepalese and Indian) are Indian visitors. iii. Average 5% annual growth in Indian visitors to Lumbini from 2009 to 2014 , 6 % from 2015 to 2020 and 7 % from 2021 to 2028 iv. Average 25 % of Indian visitors to Lumbini will use air travel from 2015 to 2028. v. Foreign tourist (other than Indian) arrival to Nepal will grow at average 5.5 % from 2009-2014, 7% from 2015-2020 and 8% from 2021 to 2028 vi. Average 22% of Foreign tourist to Nepal will visit Lumbini vii. Average 20% of International tourists to Lumbini will use air travel viii. Average 15 % diversion in international passenger traffic from TIA to Pokhara and GBA after 2015 ix. 70 % of diverted traffic from TIA will travel to GBA after 2015 136. The assumed growth factor for foreign passenger traffic is similar to forecast of various ADB studies for Tribhuvan International Airport. Assumed growth factor for domestic passenger traffic is similar to road traffic growth in the East-West Highway and important sections of strategic road network of Nepal. It is assumed that 6 to 7 private airlines will remain sustainable in domestic civil aviation. The assumed growth factor for diversion to GBA from TIA and the trend of visitors travelling to Lumbini via GBA seems reasonable. 137. At present, cargo movement by air is minimal. But with the upgrading of the airport, cargo movement from domestic and international origin is expected to grow in future. Such cargo movement to the western part of the country can bypass TIA for cost effectiveness. 138. The future air traffic forecast for the airport has considered past traffic and growth variables that comprise above assumptions and consideration.

F.6 Air Traffic Movement Projection

F.6.1 Projection of International and Domestic Passenger Movement

139. Based upon the above mentioned assumptions, the air traffic passenger movement projections from 2009 to 2028 are forecasted individually for domestic passengers, Indian visitors to Lumbini, foreign tourists to Nepal, Indian and foreign visitors via air travel to Bhairawa and diverted international passengers from Tribhuvan International Airport. All the air traffic data are summarized in Appendix – F.6.1. The detailed summary of the international and domestic passenger projection at GBA from 2009 till 2028 is shown in Table F.6. The projection is based upon the existing air traffic movement data of 2008. The existing trend in the traffic growth is taken into consideration and accordingly it is projected till 2028.

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Table –F-6.1: Projection of International and Domestic Passenger Movement at GBA

Domestic Generated International Diverted Total Total Year Air Air Passenger International International Passenger

Passenger Foreign Indian Passenger Passenger Movement 2008 60,882 4,879 4,879 65,761 2009 63,926 17,392 17,392 81,318 2010 67,122 18,348 18,348 85,471 2011 70,479 19,357 19,357 89,836 2012 74,002 20,422 20,422 94,425 2013 77,703 21,545 21,545 99,248 2014 81,588 22,730 - 22,730 104,318 2015 89,746 24,321 63,331 236,055 323,707 413,454 2016 98,721 26,024 67,764 245,498 339,285 438,006 2017 108,593 27,846 72,507 255,317 355,670 464,264 2018 119,453 29,795 77,583 265,530 372,908 492,360 2019 131,398 31,880 82,238 276,151 390,270 521,667 2020 144,538 34,112 87,172 287,197 408,482 553,019 2021 151,764 36,841 93,274 298,685 428,800 580,565 2022 159,353 39,788 99,803 310,633 450,224 609,577 2023 167,320 42,971 106,790 323,058 472,819 640,139 2024 175,686 46,409 114,265 335,980 496,654 672,341 2025 184,471 50,122 122,263 349,420 521,805 706,275 2026 193,694 54,132 130,822 363,396 548,350 742,044 2027 203,379 58,462 139,979 377,932 576,374 779,752 2028 213,548 63,139 149,778 393,049 605,966 819,514

140. The airport upgrading works to be undertaken through this project is assumed to be completed in September 2014 and the regional/international air service at GBA will commence from 2015. Based on the above assumptions, a total of 323,707 no. of international passengers is projected in 2015, 408,482 no. of in 2020 and 605,966 no. in 2028. A total of 144,538 no. of domestic passengers in 2020 and 213,548 no. of domestic passengers are projected till 2028.

F.7 Projection of International and Domestic Aircraft movement at GBA

141. The aircraft movement data has been projected till 2028 and the following assumptions have been considered: i. Domestic aircraft movement will grow at 5 % from 2009-2014 and 6 % from 2015 to 2020 and 7 % from 2021 to 2028. ii. Annual international aircraft movement from 2015 to 2028 has been projected based upon the ratio of the forecasted number of international passenger movement and the assumed passenger numbers per aircraft. Various mix type of aircrafts under operation have been considered for estimation of the passenger numbers per aircraft. 142. The detailed summary of the international and domestic aircraft movement projection at GBA from 2009 till 2028 is shown in Table F-7.1. The projection is based upon the existing air traffic movement data of 2008.

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Table – F-7.1 : Projection of International and Domestic Aircraft movement at GBA

Year Domestic aircraft movement International aircraft movement 2008 3,761 2009 3,949 2010 4,147 2011 4,354 2012 4,572 2013 4,800 2014 5,040 2015 5,343 2,024 2016 5,663 2,122 2017 6,003 2,224 2018 6,363 2,332 2019 6,745 2,359 2020 7,149 2,469 2021 7,650 2,471 2022 8,185 2,594 2023 8,758 2,704 2024 9,372 2,840 2025 10,028 2,962 2026 10,729 3,113 2027 11,480 3,224 2028 12,284 3,341

143. The projection of domestic aircraft movements indicates a total of 5,343 no. in 2015, 7,149 no. in 2020 and 12,284 no. in 2028. Whereas, international aircraft movement projection indicates a total of 2024 no. in 2015, 2,354 no. in 2020 and 3,341 no. of flights in 2028.

F.8 Design Parameters

F.8.1 Terminal Building Space Requirement

144. Design period for GBA has been assumed as 2020. Various methodologies such as JICA, ANL and FAA were taken into consideration for calculation of the international / domestic peak hour passenger and aircraft movement. 145. International Peak Hour Passenger movement has been calculated by various methodologies as stated above. For design period 2020, the international peak hour passenger is estimated to be 400 nos as per JICA methodology. As per IATA requirement of 24 sq.m per peak hour passenger, the estimated floor area of international terminal building is around 9500 sq.m. (as per JICA methodology). The international peak hour passengers as estimated by other methodologies are lower than the value estimated as per JICA methodology. 146. Preliminary space requirement is calculated based on the projected passenger movement data as shown in Table F.6. Space requirement as per IATA for international terminal is 13,000 sq.m for 1 million annual passenger and 24 sq.m per peak hour passenger plus 10 % for commercial space. Based on the JICA and IATA methodology, total average space of 7,250 sq.m. is estimated for international terminal building for design year 2020. The unfinished building intended for international terminal has only 2,200 sq.m. which is less by 5000 sq.m. for the design period. Therefore, addition of 5,000 sq.m of space in the unfinished international terminal building is recommended, which can be achieved partly by addition of one storey and simultaneously through some horizontal extension. As per FAA recommendations, preliminary areas for various facilities at International Terminal Building in Gautam Buddha Airport has been estimated and summarized in Table F.8.1.1 (Appendix F.8.1.1)

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Table: -F-8.1.1 Annual international passenger for 2020 408,482 0.41 million Arrivals and departures are equal in both cases Peak Hour international passenger volume 400 Domestic Arrivals 200.00 Domestic Departures 200.00

Peak hour arrival and Unit Total Total space departure space Unit in space Facility Domestic required in passenger required Sq. m. required in 100 Sq.m 100 peak in Sq.m Sq.m hour pax. Arrivals Departures

Ticket lobby 2 0.95 100 1.9 1.9 190.00 Baggage claim 2 0.95 100 0.95 0.95 95.00 Waiting and assembly 2 1.70 100 3.4 3.4 340.00 Visitor waiting 2 1.42 100 2.84 2.84 284.00 Airline operation 2 4.57 100 9.14 9.14 914.00 Eating facilities 2 1.52 100 3.04 3.04 304.00 Kitchen and storage 2 1.52 100 3.04 3.04 304.00 Other concessions 2 0.48 100 0.96 0.96 1.92 192.00 Toilets 2 0.28 100 0.56 0.56 1.12 112.00 Circulation 2 11.05 100 22.1 22.1 44.2 4,420.00 Total 27.41 44.14 71.55 7,155.00

Total floor area required 7,155

147. The peak hour international aircraft movement for design year has been estimated to be 2.41 aircrafts per hour. Assuming 50/50 directional split (arrival and departure), gate occupancy time of aircraft as 90 minutes (1.5 hour) and utilization factor as 0.6, total number of gates required will be 5. 148. Domestic Peak Hour Passenger movement has been calculated by various methodologies such as JICA, ANL and FAA. For design period 2020, the domestic peak hour passenger is estimated to be 163 nos as per JICA methodology. As per IATA requirements of 16 sq.m per peak hour passenger, the estimated floor area of domestic terminal building is around 2600 sq.m. (as per JICA methodology). The domestic peak hour passengers as estimated by other methodologies are lower than the value estimated as per JICA methodology. 149. As per IATA recommendation, the requirement for domestic terminal space is 8,000 sq.m. for 1 million annual passenger and 16 sq.m per peak hour passenger plus 10 % for commercial space. Thus preliminary space requirement for domestic terminal building for the design period is estimated at 2,600 sq.m. The area of the existing building is only 1,000.0 sq.m. and will require addition of 1600 sq.m. to cater the need for the design period. Addition of one storey in the existing domestic terminal building with simultaneous horizontal expansion is recommended. This will increase the area of this building by around 1600 sq.m. As per FAA recommendations, preliminary areas for various facilities at Domestic Terminal Building in Gautam Buddha Airport has been estimated and summarized in Table F.8.1.2.(Appendix F.8.1.2)

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Table F.8.1.2: Area for facilities at Domestic Terminal Building in Gautam Buddha Airport

Annual domestic passenger for 2020 144,538 0.14 million Arrivals and departures are equal in both cases Peak Hour domestic passenger volume 158 Domestic Arrivals 79.00 Peak hour arrival and Unit Total Total departure space space space Facility Unit Domestic passenger required required in required 100 peak in Sq.m 100 Sq.m in Sq.m hour pax. Arrivals Departures Ticket lobby 0.79 0.95 100 sq.m 0.7505 0.7505 75.05 Baggage claim 0.79 0.95 100 sq.m 0.37525 0.37525 37.53 Waiting and assembly 0.79 1.70 100 sq.m 1.343 1.343 134.30 Visitor waiting 0.79 1.42 100 sq.m 1.1218 1.1218 112.18 Airline operation 0.79 4.57 100 sq.m 3.6103 3.6103 361.03 Eating facilities 0.79 1.52 100 sq.m 1.2008 1.2008 120.08 Kitchen and storage 0.79 1.52 100 sq.m 1.2008 1.2008 120.08 Other concessions 0.79 0.48 100 sq.m 0.3792 0.3792 0.7584 75.84 Toilets 0.79 0.28 100 sq.m 0.22120.2212 0.4424 44.24 Circulation 0.79 11.05 100 sq.m 8.7295 8.7295 17.459 1,745.90 Total 10.82695 17.4353 28.26225 2,826.23 Total floor area required 2,826

150. The peak hour domestic aircraft movement for design year 2020 has been estimated to be 4.99 aircrafts per hour. Assuming 50/50 directional split (arrival and departure), gate occupancy time of aircraft as 45 minutes (0.75 hour) and utilization factor as 0.6, total four gates will be required.

F.8.2 Car parking and Utility requirements

151. Car space requirement has been estimated based upon peak hour aircraft movement and parking ratio. Car space for parking of international visitors vehicle for 2020 will be around 2978 sq.m. Car space for parking of domestic visitor’s vehicle therefore is estimated at 2283 sq.m. The estimation is based upon the assumption of parking ratio of 0. 40 and space for one parking lot of 35 sq.m. (Appendix F-8.2.1) 152. Demand for utility namely Water Supply, Sewage generation and Waste generation demand for International / Domestic terminal and other buildings have been based upon the floor area of buildings. The unit water demand per day has been assumed to be 23 litres per 1 sq.m and 10 litres per 1 sq.m. for international / domestic terminal and other buildings. Accordingly, a total of 290,000 litres / day (290 cu.m / day) of water is required for design year. (Appendix-F-8.2.2) 153. Unit sewage generation per day has been assumed to be 17 litres per 1 sq.m and 7 litres per 1 sq.m from international / domestic terminal and other buildings. Generation of total of 214 ton per day of sewage is estimated to be generated in 2020. (Appendix-F-8.2.3)

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154. The unit waste generation per day has been assumed to be 0.07 litres per 1 sq.m and 0.14 liters per 1 sq.m from international / domestic terminal and other buildings. A total of 993 Kg. per day of waste will be generated in 2020 (Appendix F-8.2.4).

F.8.3 Design Parameter of Runway

155. The objective as indicated in RRP mentions that the airport would be upgraded to 4E standard as per ICAO guidelines. The draft Master Plan of CAAN has attempted to comply to the ICAO requirement of 4E airport. The proposed runway length is 2600 meters where Boeing 757 - 200, Airbus A 320 – 200 and similar aircrafts of 4D standard can operate. The requirements like distance of the runway centerline from parallel taxiway centerline and international / domestic apron from runway centerline are designed for 4E level. The runway length calculation is summarized as follows:

1. Boeing B - 757 - 200 is categorised as 4D aircraft and airport reference field length =1980 meter 2. Airport Elevation 358 ft = 109.15 meter 3. Correction factor for elevation (0.07 x 109.15/300) = 1.03 4. Corrected runway length for elevation = 2,030.43 meter 5. Standard temperature at sea level =15.00Degree celsius 6. Standard temperature at Airport site = 14.29 Degree celsius 7. Airport Reference Temperature = 42 Degree celsius 8. Rise in temperature = 27.71 Degree celsius 9. Correction for temperature (1 %) = 1.28 10. Corrected runway length for elevation and temperature = 2,593.05 meter 156. The following geometry parameters are considered for design of the airport to meet design aircraft as per ICAO standards and recommended practices and CAAN:

Table –F-8.3.1: Geometry Parameters for Runway Particulars Runway Runway Strip RESA Length 2,600 m 3,700 m length 300 m length and and 300 meter 90 m width on width each end of Width 45 m runway Shoulder 7.5 m wide (2x7.5) Longitudinal Slope (%) 0 % Transverse Slope 1.5% for runway 2.5% for shoulders

157. RESA of 300 meter length is required for Code 4E as per ICAO standards and recommended practices. Runway pavement is to be designed with flexible pavement and aircraft Boeing B 777 is to be considered as the design aircraft. 158. CAAN proposed to increase the length of the runway to 3000 meters so that Boeing 777 – 200, Airbus A330 – 300 and similar aircrafts could be operated with load penalty. TA found that to construct runway with a length of 3000 meters, land was available and all preparatory work related to survey, EIA and safeguard documents were prepared. However, as 2600 meters runway was clearly spelled out in RRP, it was suggested that CAAN propose this issue to ADB at appropriate stage of the project. 159. ADB fully stated that the 3000 meters long runway should have been fully discussed during the PPTA which concluded in 2009 and advised CAAN to consider the runway extension after completing the ongoing project and to evaluate the need for such extension after several years of operation.

F.8.4 Design Parameter of Taxiway

160. Existing runway will be converted to a parallel taxiway and will maintain the existing 30 meter width. Recently, CAAN has performed overlaying in the proposed parallel taxiway and hence no additional improvement is recommended. The geometry parameters for the proposed 3 nos. of exit taxiways are summarized in Table F-8.4.1

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Table –F-8.4.1: Geometry Parameters for Exit Taxiway Particulars Taxiway Taxiway Strip Length 145 meter Strip width : 95 m (2x47.5 m) Width 23 m Graded portion of T/W strip: 44 m Shoulder 10.5 meter wide (2x10.5) (2x22 m)

Taxiway and shoulder 44 meter width Longitudinal Slope (%) 0 % Transverse Slope 1.5% for taxiway 2.5% on graded portion 2.5% for shoulders

161. An additional exit taxiway needs to be built from proposed parallel taxiway to the proposed international apron. Exit taxiway is to be built with flexible pavement and Boeing B 777 has to be considered as the design aircraft.

F.8.5 Design Parameter of Apron

162. The existing apron has flexible pavement and will be retained as the domestic aircraft parking apron. Recently, CAAN has performed overlaying in the existing apron and hence no additional improvement is recommended. The proposed international aircraft parking apron is designed with rigid pavement and Boeing B 777 has been considered as the design aircraft. Parking configuration is designed with power in and push out with nose in parking. is planned. Apron space is planned with 300 meter in length and 152.5 meter in width. It can accommodate five medium Jet aircrafts of B 757, Airbus A 320 and similar aircrafts.

F.9 Design Brief of Terminal Buildings

F.9.1 International Terminal Building

163. The existing unfinished, one storied building left unused since 2002, is proposed for conversion into an international terminal building. As discussed above, required floor area of an international terminal building for the design year 2020 is around 7200 sq.m. The existing one storied building has a floor area of 2200 sq.m. Horizontal expansion towards the landside and partial vertical expansion by proposing one more floor in the central portion has been proposed. The floor area of the total expansion is around 5000 sq.m. A conceptual floor planning of both floors has been prepared, which is shown in Figure F-9.1.1 and Figure F-9.1.2. The salient features of the floor plan are as follows: i. International Passengers will exit out of the departure hall through two gates in the western side of the building to the service ramp area, where they will board on buses to proceed towards the aircraft. ii. Restaurant and executive lounge are planned in the first floor and the access is through a staircase in the departure hall. iii. Hall for transient passengers is proposed in the first floor above the departure hall and a staircase is planned along the western side of building adjacent to the service ramp area. iv. Space for VIP is planned towards the front of the departure hall. Direct access to VIP area from main road and door for entry and exit to service ramp has been planned. VIP personnel can board the buses or proceed to the aircraft by vehicles from service ramp. v. Conveyors baggage handling belts are planned behind the airline counters and outbound baggage get dropped out in the service ramp area, where they are picked and loaded to the loaders and proceed to the aircrafts. vi. Inbound international passengers get boarded in the busses from the apron and travels along the service road towards the area between the Control Tower and International Terminal Building. From that area, the

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inbound international passengers enter to the arrival hall and proceeds towards the immigration counters. vii. Inbound luggages are carried from the aircrafts along the service road, which is planned outside the building in the airside. Inbound luggage is fed into the carousel from behind the eastern side of building. viii. Inbound international passengers after having picked up their luggages passes though the custom area and X ray machine and gets off the terminal. ix. Inbound and outbound cargo get pallatad and depalleted in the service apron area and are transported to the customs / cargo building in transport vehicles.

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Fig.- 4

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Fig 5 Refer to PSD File

Fig.- 5

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F.9.2 Domestic Terminal Building

164. The existing terminal building is planned to be converted into domestic terminal building. The floor area of this building is around 1000 sq.m. As discussed above, the required floor area of domestic terminal building for the design year 2020 is around 2600 sq.m. Addition of one more floor in the existing building and horizontal expansion towards the road in landside has been proposed to achieve this requirement. 165. The following are the preliminary listing of the requirement to be considered during upgrading of this building:

i) Minimum of eight airline counters ii) Conveyor belt behind the airline counters for outbound luggage iii) Conveyor belt and carousel for inbound luggage in the arrival hall. iv) Room for security check up for male female passengers v) Coffee shops in checking and departure halls. vi) Space provision for installation of X Ray machines at the entrance of the domestic terminal building in ground floor. vii) CAAN offices and Airline offices in first floor. viii) Restaurant in First floor. ix) Souvenir shops x) Adequate space planning in checking, departure and arrival halls. xi) Toilets

F.10 Equipments

166. The list of equipments to be procured is included in the procurement package Table D.5.2

F.11 Meteorological data

167. Meteorological data of GBA from 1999 to 2008 is attached in Appendix – F-11.1 and in Appendix – F-11.2.

G. DESTINATION IMPROVEMENT IN LUMBINI

168. Task

i. Prepare design brief and parameters for the proposed Visitor Information Centre at Lumbini and associated features such as landscaping, pedestrian walkways, toilet facilities solid waste management and parking arrangements for cars and buses ii. Identify locations and prepare site plan of the proposed tourist infrastructures facilities such as potable water supply, sanitation, solid waste management arrangements and signage. iii. Topographical and Construction Material survey and geotechnical investigations. iv. Support LDT in preparation of a Management Plan of Lumbini Complex

G.1 Components of Destination Improvement

169. While it is agreed that the updated Master Plan should form the basis for the development and conservation of the site, it is equally important that considering the heavy flow of tourists and total lack of basic infrastructure, such as Visitors Information center, drinking water facilities, sanitation and solid wastes management, there is a need to develop these services on a priority basis.

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G.2 The Visitor Information Centre

170. The Visitor Information Center (VIC), conceived as part of the Lumbini Centre in original plan is proposed for inclusion in the project. The VIC will be significant from three different dimensions: a. Completion of an important element of the northern part of the original Master Plan. (Appendix -G-2.1) b. As a service centre for the whole complex: The number of visitors to the site has also increased in the recent past. The construction of the Lumbini Centre will facilitate the entire complex and provide access to varied services to the visitors. c. As a gateway to Lumbini: The VIC at the proposed location will improve the access and experience of visitors as the initial reception point for visitors to Lumbini with information, orientation, recreation and administrative arrangements at the site.

G.3 Infrastructure improvements

171. Apart from the Visitors Information Center, the project proposes the following priority infrastructure improvements to cater to the tourists demand and to minimize further environmental degradation of the site: a. Introduction of a solid waste collection, transportation and disposal system. b. Provision of water and sanitation facilities for tourists such as: - Utility block - Septic Tank - Localized source based Water Supply for Tourists c. Access and Parking d. Road network to the extent of 7.2 km e. Development of Bus, Car and Rickshaw parking facilities f. Footpath and landscaping including signage

G.4 Observation and Recommendation

172. The Master Plan conceived three main functions for Lumbini Centre, Administrative Centre, Medical Centre and Tourist Information Centre. The space requirements for the above functions were worked out for the horizon year 1985 at a built up area over 6,900sq.m. This included Tourist Information Center (TIC) of 514 sq.m, 30 shops, 2 restaurant and a cafeteria, 2 banks, communication centre, medical centre, and other service and administrative functions linked to visitors accounting for the remaining built-up area. This area allocation was based on maximum 2500 to 3000 visitors per day in 1985. 173. The proposed Visitor Information Center (VIC) shall be significant from three different dimensions: a. Completion of an important element of the northern part of original master plan: Lumbini Centre is one of the most monumental building elements of the Master Plan. The centre is also a structuring element in the development conceived in the northern part of the site, visually and physically connecting Peace Stupa with Cultural Zone and Monastic enclaves located in South. b. As a Service centre for the whole complex: Few buildings and facilities have come up at Lumbini World Heritage site and in its’ surroundings in last two decades or so. No. of visitors to the site have also increased in recent past. The construction of Lumbini Centre will facilitate entire complex and provide access to varied services to the visitors. c. As a Gateway to Lumbini: Building of the VIC at the proposed location will improve the access and experience of visitors as the initial reception point for visitors to Lumbini with information, orientation, recreation and administrative facilities.

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174. Certain modifications in the original design program have been recommended due to (i) Tourist Flow Increase in Lumbini and (ii)Possibility of Public Private Participation in full fledge development of Lumbini center.

G.5 Tourist Flow Increase in Lumbini

175. In recent past Lumbini has experienced a sizeable increase in the number of visitors. The number of foreign tourists originating from 95 countries (excluding India and Nepal) has increased from 22119 to 82075 in last ten years (1999-2008), which is an increase of 16% over 2007(Appendix-G-5.1 and G-5.2) Approximately 576,000 tourists from Nepal and India visited Lumbini in 2008. Sri Lankan pilgrims formed the highest number of visitors to Lumbini in 2008, with 31,984. Arrivals from Thailand, South Korea, Myanmar, Japan and China in 2008 were 14,965; 5,791; 5,835; 2,251 and 2,278 respectively. 176. Lumbini Destination improvement works to be undertaken through this project is assumed to be completed in 2013 and the VIC will start providing services to visitors from 2014. Based on the above assumptions and tourists’ arrival data of 2008, number of visitors in Lumbini was projected for different years as given below and in the following Table G.4.1

G.4.1 Tourist flow Projection

177. Year Visitors arrival in total 1. 2014 AD 1,112,971(Domestic, Indian, and International tourists) 930,069 (domestic only) 2. 2020 AD 1,588,256 (Domestic, Indian, and International tourists) 1,319,321 (domestic only) 3. 2029 AD 2,947,326(Domestic, Indian, and International tourists) 2,425,518 (domestic only) Table G.4.1

tourist arrival Average Domestic Indian Foreign daily in Average Average Year Tourists Tourists Tourists Total Peak daily in Lean daily season period (25%) (75%) 1805per 2008 525,000 51,750 82075 658,825 2331per/day 1077 per/day /day 2009 577,500 54,338 86959 718,797

2010 635,250 57,054 91742 784,046 2011 698,775 59,907 96787 855,469 2012 768,652 62,902 102111 933,665 2013 845,518 66,048 107727 1,019,293

2014 930,069 69,350 113652 3050 3938 1819 vis. 1,112,971 per/day vis./day /day 2015 985,874 73,511 121607 1,180,992 2016 1,045,026 77,922 130120 1,253,068 2017 1,107,727 82,597 139228 1,329,552 2018 1,174,191 87,553 148974 1,410,718

2019 1,244,642 92,806 159402 1,496,850

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2020 1,319,321 98,374 170561 4352 5619 1,588,256 2596 vis./day per/day vis./day 2021 1,411,674 105,260 184205 1,701,139 2022 1,510,491 112,629 198942 1,822,062 2023 1,616,225 120,513 214857 1,951,595 2024 1,729,361 128,949 232046 2,090,356 2025 1,850,416 137,975 250609 2,239,000 2026 1,979,945 147,633 270658 2,398,236 2027 2,118,542 157,968 292311 2,568,821

2028 2,266,839 169,025 315696 2,751,560

2029 8075 10427 4816 vis./day per/day vis./day

[Assumptions: - 51750 (9.0%) of 576,000 Nepalese and Indian visitors to Lumbini in 2008 are Indian visitors. - Average 10 % annual growth in Domestic visitors to Lumbini from 2009 to 2014 , 6 % from 2015 to 2020 and 7 % from 2021 to 2029 - Average 5% annual growth in Indian visitors to Lumbini from 2009 to 2014 , 6 % from 2015 to 2020 and 7 % from 2021 to 2029 - 82075 International Tourists (Other than Indian) i.e.(22%) of 374661 International Tourists (Other than Indian )’s arrival in Nepal visited Lumbini in 2008 - International tourist (other than Indian) arrival to Nepal will grow at average 5.5 % from 2009-2014, 7% from 2015-2020 and 8% from 2021 to 2029 - Average 20% of International tourists to Lumbini will use air travel & 80% of International tourists will use surface transport. - 75% of all visitors visit Lumbini in peak season (September to March ) and rest in lean period (April to August )]

G.6 Public Private Participation

178. There is need to test and scale up innovative public and private partnership models. Some of the project components (30 Shops, 2 Banks, 2 Restaurants and a cafeteria, communication centre, Medical centre) of Lumbini Centre are highly viable for the private sector participation as evident from the implementation of Hokke Hotel and middle class tourist accommodation at the new Lumbini village site. 179. In original design there were six shops in the ground floor of block 6 of Lumbini centre and front arcade is of double height. In the present proposal both the floor of the block 6 dedicated to VIC and front arcade will have only one floor height. As per the original master plan, the building is conceived in the form of tubes running parallel and across with each other. New structural system shall be simple column-beam structure on a modular grid to generate a flexible system for horizontal or vertical expansion of the structure.

G.7 Visitors Information Center

180. An indicative comparative spatial arrangements of the proposed TIC (RRP) & selected modular option is given below (Table G.7)

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Table G.7

Lumbini Centre Block 6 ( SIZE 66.75 meter x 18.75 meter) Tourist Information Centre TIC) 514. Visitor Information Centre (VIC) As per proposed VIC option 2, 2175 m2 Remarks m2 (As per Master Plan) 1,000. m2 (As per RRP) Maximum Visitor/day:2,500-3,000 Maximum Visitor/day Maximum Visitor/day:10,400 (as per visitor (design basis in 1978 was the horizon forecast in the horizon year 2029) year 1985) Seminar Rooms Seminar Rooms 300m2 2 Seminar Rooms 297 m2 2 units With Audio- Visual facilities Multi –purpose 96 m2 hall Library 108 m2 Library 100 m2 Library 98 m2 Rest Rooms 28m2 Rest Rooms 30 m2 Rest Rooms 64 m2 Staff Rooms 50 m2 2 units Staff Rooms 50 m2 2 units Staff Rooms 72 m2 2 units Circulation 132 m2 Circulation 200 m2 Circulation 1081 m2 Including 498 m2 front arcade**and 134 m2 back service corridor in Gr. Floor of VIC Reception & Lobby 168 m2 Reception & Lobby 320 m2 R eception & Lobby 443 m2

Store 16m2 4 units Store 12m2 AC Cabinet 12m2 3units Total 514m2 Total 1000 m2 Total 2175m2 TIC is located in 1st. Floor of Block 6 of LC in original design

* Three alternate floor plans have been proposed. After repeated consultation with LDT, option 2 has been selected for VIC construction. ** The original concept of covered front arcade and back service corridor is retained. (Appendix – G-9.1.1 to G-9.1.4)

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181. General characteristics

i. Size 66.75m x 18.75m ii. Plinth Area 1215 m2 iii. Usable area 1578 m2 (Gr. Floor area= 718m2 and first floor area =860m2) iv. Built up area 2175 m2 including covered arcade in ground floor v. Storey 2 vi. Frontage 6m wide covered arcade in ground floor (single floor height) vii. Structure RCC Frame (column and beam system) viii. Modulus Space North South:- 2M/6M/2M/6M/2M East West:- 2M/6M/8M/2M ix. Building Frontage: Colonnades in the ground floor storey facing the water link x. Building Finish Exposed brickwork shall be used as a building finish 182. The fund allocated for the construction VIC is not sufficient whereas amount allocated for road construction is surplus as the length of the road to be constructed is less than reported in RRP. Furthermore, a bridge in this road is being built by GON. Saving in the cost of the bridge and the reduced length of the access road shall cover the cost of increased built up area of VIC. Changes proposed in the structural system of VIC will also partly compensate the allocated inadequacy of the fund.

G.8 Design Brief of Destination Improvement Components

183. Concept of Visitor Information Center in Block 6 of Lumbini Center Building.

Design Vision : 2029 (20 Year Vision) Design Philosophy: Simplicity & Clarity , Design Parameter : - Respect for Environment - Respect for Climate - Respect for Tradition - Respect for Architecture - Respect for Functionality and Economy - Respect for Local Craftsman - Respect for Skill & Local Material - Respect for Universal Value 184. Design Components: - Seminar Halls (Audio – Visual Room) 2 units - Library - Staff Room 2 units - Rest Rooms for Ladies/Gents - Reception cum Lobby - Multi Purpose Hall - Storage for Printed Materials 185. To a large extent, design of built form proposed in the Master Plan takes inspiration from existing Buddhist Sites located in the sub-continent, with clear geometry-both in plan form and elevation, clean edges and simple finish merging with the surrounding landscape. In the design of Visitor Information Centre, the original intent of simplicity and clarity of the built form which is very critical to enhance the cultural and spiritual character of Lumbini shall be preserved and following design elements shall be incorporated. i. Spatial Organization: The facility is organized spatially and functionally in southern part of Lumbini Centre, based on a common and fundamental structure which involves a flexible system for the further expansion of the various facilities. ii. Modulus Space: A system of spatial organization namely ‘Modulus Space’ has been applied in the original master plan to achieve monumental character of the Lumbini Centre.

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186. This aspect shall be used in the design of new structure by unifying the dimension of key building components like distance between columns, height of floors, fenestration design etc. i. Structural System: As per the original master plan, the building is conceived in the form of tubes running parallel and across with each other. The structure is a traditional one way barrel vault roof over two rows of repetitive arch bases. In the light of increase in the built-up area from the original area, the structural system shall be suitably modified, if additional floors are required to accommodate higher built-up area. New structural system shall be simple column-beam structure on a modular grid to generate a flexible system for horizontal or vertical expansion of the structure. ii. Given the need to accommodate larger spaces, the module shall be set on the double grid of either 3M and 6M or 4 M and 8 M. iii. Height: In the case of height of the building, it shall not be more than the height of the proposed tree plantation around the building to reduce visual impact of the structure on the surrounding landscape and preserve views of other important buildings in the complex. iv. Building Frontage: One main element proposed in the Lumbini Center has been Colonnades in the ground floor storey facing the water link. The colonnades unify the impression of the entire Centre and thus it shall be retained in the new design. Colonnades are also important from the point of view of providing semi-public spaces to different activities of the Centre and act as a barrier during hot climatic season. v. Building Finish: Exposed brickwork shall be used as a building finish for the proposed centre. This design treatment has been proposed to integrate the building with rest of the surrounding landscape.

G.9 Design Parameters

G.9.1 Visitors Information Center

187. The proposed VIC (Appendix – G-9-1.1 to G-9-1.4) would consist of space for the activities as listed below and the area statistics is appended. i. Well equipped reception facilities with adequate touch screen information kiosks (Multi lingual) information boards on the Site, do’s and don’ts and a small souvenir shop facility. ii. Interaction with the tourist by way of two seminar rooms and one multi- purpose hall with audio visual facilities. This would primarily be operated for tourist in batches iii. Basic sanitation facilities. iv. Library and v. VIC staff room 188. The design elements will include defining the parking arrangement in relation to the structure as well as related landscaping which merges with the original concept and experience of the site. 189. Space Distribution is as follow:

i. Ground Coverage: = 1215 m2 ii. Ground Floor Area: Same as (GC) = 1215 m2 (100%) iii. Circulation Area a. Front Arcade : = 498 m2 b. Service Corridor : = 134 m2 c. Main Stair 2 Units: = 96 m2 d. Service Stair 1 Unit: = 12 m2 Total = 740 m2 (61%) iv. Usable Space a. Reception Cum Lobby : with Ticket Counter1 Unit: = 443 m2 b. Public Rest Room 2 Unit : = 32 m2 Total = 475 m2 (39%)

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190. First Floor = 960 m2 (100%) i. Circulation Area a. Main Stair 2 Units : = 96 m2 b. Corridor/Lobby : = 233 m2 c. Service Stair 1 Unit : = 12 m2 Total = 341 m2 (35 %)

ii. Usable Space Area a. Library: = 98 m2 b. Staff Room 2 : = 72 m2 c. Seminar Hall (Audio Visual Room = 297 m2 d. Projector room = 12 m2 e. Multipurpose hall = 96 m2 f. Store = 12 m2 g. Public Rest Room 2 Unit: = 32 m2 Total = 619 m2 (65%)

G.10 Infrastructure improvements

191. Apart from the Visitor Information Center, the project proposes the following priority infrastructure improvements to cater to the tourists demand and to minimize further environmental degradation of the site (Appendix-G-10.1 to G-10.9)

G.11 Introduction of a solid waste collection, transportation and disposal system

192. Collection: This would consist of collection Bins at vantage point with separate Bins (Appendix-G-11.1) for Green Wastes and Recyclables. The average distance criteria would be two numbers (one for recyclable and one for organic decomposable waste) for every 80 meters of approach path. Roughly 40 bins will be provided in 40 locations of the sacred garden area, central link and Lumbini Centre areas. While there will be an overall ban on plastic to be enforced by LDT, provision is being made to collect and recycle plastic wastes. The proposed tasks envisaged include IEC on do’s and don’ts in the site with regard to waste disposal. 193. Transportation: As treatment will be decentralized, in order to manage deposit of waste during peak days, a 5 Ton capacity Mini Tipper lorry will be provided for movement of non degradable waste from collection points. 194. Treatment: Establishment of decentralized compost facility for perishables. This would involve both a closed type compositing facility (Appendix-G-11.2) consisting of three chambers with a fifteen day treatment in each chamber and a small size wind- row based arrangement. The treatment method will be a combination of aerobic composting and vermiculture based composting. Vermiculture will be used in closed composting arrangements as shown above and the output would have a market for compost in the form LDT. About three such facilities (one in northwest of peace stupa in new Lumbini village, one each in eastern and western monastic zone and one in the south east corner of the project area) will be located in the buffer area.

G.12 Provision of water and sanitation facilities for tourists

Localized source based Water Supply for Tourists:

195. This would be based on a combination of four Stand-posts and four shallow bore-well based arrangements with overhead tanks (one in Lumbini centre, two in central link and one in sacred garden outside WHS (sacred area). 196. This would consist of 5 Toilet Blocks [(4 blocks in central link and one block in sacred garden outside Lumbini whs (sacred area) outside of the WHS site for tourists. Each toilet block would consist of 3 sets of toilets and 2 sets of bathing arrangement each for men and women. The disposal will be through localized methods of septic tank. The Design would incorporate adequate safeguards to prevent leachate polluting the ground water levels.

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G.13 Footpath and landscaping including signage

197. The signage will be primarily directional signage as being adopted in Lumbini but will be modified depending on the landscape arrangements to be defined as part of the design process (Appendix-G-13.1). The landscape elements while will be generic to the zone (Appendix- G-13.2), it is expected that the developments would also reflect the historical perspective of the zone. Site development for Picnic spots in camping ground, Footpath , Walkway and a part of the water body located in Lumbini Centre southern part (Appendix-G.9.1.1) just in front of VIC will be constructed by LDT ,using its’ own budget proposed for F/Y 2010/2011

G.14 Access and Parking

Road

198. Road network to the extent of 7.6 kms, covering the unfinished portion of the access roads and perimeter network around the Lumbini project area. This will be an intermediate lane facility with hard shoulders running along the perimeter of the site and within Lumbini centre and Monastic zones. This is primarily to improve access to the main entrance with the shift of the tourist reception centre. This would be required to facilitate movement around the site, especially with the proposed shift of the entry of visitors.

Development of parking

199. It is proposed to develop a small parking space for 48 buses (2 locations) and 42 cars (1 Location) near the northern entry (Appendix-G-14.1). Dimensions of Bus Parking bay: 12 X 3.5m. In a mixed parking scenario one bus may be taken as 3 ECS (equivalent car spaces). A bus parking for about 48 buses with designated boarding and alighting bays should be about 6800 square meters.

Impact Consideration

200. The location of the infrastructure improvements shall be based on safeguards to minimize impacts on the site significance and environmental conditions shall conform to and shall include: a. New infrastructure, amenities and building blocks within the WHS of Sacred Garden shall not be eligible for inclusion in the project; b. Rehabilitation of the roads shall adopt environmentally friendly road construction techniques, avoiding movement of heavy equipments and construction vehicles in the vicinity of the sacred garden c. Campaigns towards mobilization of the tourists and local communities in the need for site preservation, better waste management practices.

H. LUMBINI MASTER PLAN UPGRADING

201. Task

Development of guidelines for use by the consultant for the upgrading of the Lumbini master plan and finalization of TOR

H.1 General Description of Lumbini

202. Lumbini, the birthplace of Gautama Buddha, was declared a UNESCO World Heritage Site in 1997 in recognition of its universal religious and archaeological significance. The archaeological remains, particularly in and around the sacred garden, provide important evidence on Lumbini as a site of pilgrimage for over two thousand years.

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203. Lumbini, in Nepal, is a part of the “Footsteps of Buddha Circuit”. It is the main attraction in South Asia’s Buddhist circuits. In order to improve the attractiveness of Lumbini as a site of cultural and religious tourism, it needs to be developed.

204. There are several other Buddhist sites around Lumbini, ten of them, such as Dev Daha, Ram Gram, Tilaurakot, Niglihawa, Gotihawa, Sagrahawa, Kudan, Sishaniya and Aurorakot

205. The Climatic information of Lumbini in given in Appendix-H-1.1

Fig H.1.THE HISTORIC BUDDHIST REGION

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.

H.2 Kenzo Tange’s Master Plan an Overview

206. Lumbini Development Master Plan area covers 25 square mile of which the Lumbini Development Project area occupy 3 square mile (approximately 770 hectares) of land, restricted area covers 6 square mile and Buffer/Agricultural area covers 16 square mile. (Appendix- G-2.1 and H-2.1) 207. The Master Plan of Lumbini comprises three main zones: i. Sacred Zone with the sacred gardens; ii. Monastic Zone with the monastic enclaves; and iii. New Lumbini Village with the Lumbini Centre and other facilities, each spread over an area of over one square mile. 208. Since 1978, only a few components of the Master Plan have been implemented.

They are: i. Lumbini International Research Institute ii. Library iii. Accommodation for scholars iv. Museum v. Middle-class accommodation vi. High-class hotel accommodation vii. Pilgrim accommodation viii. Friendship Bridge ix. Three Meditation centre x. 17 monasteries sponsored and constructed and three monasteries are being constructed by various governments and Buddhist organizations

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Fig. H.1

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209. The development activities within the site have been ad hoc in nature. In recent years, the international communities have expressed concern over several conservation issues. In particular, the 2002 construction of the Maya Devi Temple raised the concerns of the World Heritage Committee. As a follow up, UNESCO, with the financial support of the Swiss Agency for Development and Cooperation (SDC), carried out an assessment study of Lumbini (April-November 2005). Its key recommendations are: 210. The Kenzo Tange Master Plan was conceived in order to develop the site on the basis of its archaeological and cultural significance. The recent assessment carried out by UNESCO identifies that the plan lacks the guidance to protect the tangible and intangible features that signify the historic and spiritual significance, which constitute the OUV of the site. The conservation and development strategies for this area should take these values into consideration, along with the need to review the Master Plan and, if appropriate, to amend it, with a better understanding of the significance of the site. 211. The Master Plan is ambitious and the Lumbini Development Trust (LDT) does not have sufficient financial resources or the institutional capacities to implement the plan proposals. In order to effectively implement the development strategies, there is a need to revisit the designs and work out cost-effective measures, without diluting the sanctity and concepts laid down in the Master Plan. 212. The regional linkages to the nine Buddhist sites (Sishania, Kudan, Gotihawa, Tilaurakot, Niglihawa, Aurorakot, Sagarhawa, Devdaha and Ramgram ) around Lumbini (already administered by the LDT), within Nepal and in northern India are also mentioned in the original Master Plan. In this regard, the Master Plan not only recommends the development of the area as an important pilgrimage destination but also in respect to history, nature, archaeology, tourism and culture. The assessment by UNESCO is that the vision for the development of Lumbini should go beyond Buddhist philosophy to incorporate sustainable regional development. The linkages to the restricted areas, buffer zones or agricultural zones or rural areas of adjoining village development committees (VDC), should be focused upon. Thereby, the development of Lumbini needs to be integrated into a district-level plan to coordinate the activities of all authorities concerned.

H.3 Observation and basis of TOR and Guidelines for upgrading the Master Plan

213. The objective of the draft Integrated Management Plan(IMP) of World Heritage Site prepared by UNESCO and proposed updated Master Plan and Perspective plan are similar but IMP has not yet been discussed in implementation and executive level of LDT 214. Upgrading of the Master Plan should provide guidelines and regulations for the physical development of the Sacred Gardens to ensure the preservation of OUV, and provides the requirements of the pilgrims and an appropriate environment by identifying the means of implementing the plan is absent. 215. The Master Plan envisages no structure other than the archaeological sites to be allowed in the Sacred Garden. The sacred area, surrounded by the pond and a circular levee, is not permitted to accommodate any kind of new structure to preserve its Archaeological and Historical value and authenticity. 216. Delay in relocating existing Buddhist temple, Gumba, Police station, Telecom tower and Archaeological site office may create confusion and delay in relocating temporary souvenir shops (presently located within Sacred Area), and closer of eastern entrance. 217. Full extent of the Archaeological and Cultural significance has not yet been explored. Large areas between the excavated archaeological ruins and the water body of Sacred Garden are still awaiting archaeological survey and investigation. This may cause uncertainty in landscaping and locating drinking water fountain in Sacred Garden Area. 218. In the Master Plan the design control system in the monastic areas uses a common framework of squares, pedestrian walkways, fences, boundary walls, entrance court

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and service yards ,within which individual architecture can be realized with both flexibility and yet unity with the whole area. This design control system has been grossly violated. This is mainly due to the fact that the development activities within Monastic zones are not properly regulated and monitored. Cooperation of the monasteries’ administration is necessary to address these issues, therefore interaction and joint action with monasteries’ administration was recommended. 219. LDT is responsible only for planning, development and management within Lumbini project area and does not have any mandate on the development works in surrounding VDCs, although Lumbini Development Master Plan concept covers beyond the project area with designation of restricted and agricultural buffer zones. LDT therefore could not prepare any guidelines and regulations for the physical development of the Restricted and Buffer zones within Lumbini Development Master Plan. Construction activities in these zones (Restricted areas and Buffer zones) of Lumbini Development Master Plan area are happening haphazardly. 220. UNESCO and DoA as members of the World Heritage Site Review Panel, created under the project will review, advise and coordinate efforts for upgrading Lumbini Master Plan and other design aspects of the project as well. It is envisioned that the panel would meet regularly with the consultants (once a month). The draft TOR of the Panel is given in H-3.1

H.4 Concept for TOR

221. Terms of Reference for updating Master Plan for Lumbini Development Area (Upgrading Lumbini Development Master Plan) intends to make a basis for developing a plan that will provide guidelines and regulations for the physical development of the Lumbini Development project area as well as of Restricted and Buffer zones of Lumbini Development Master Plan Area. 222. The Updated Master Plan has to encourage LDT in coordination with surrounding seven VDCs to adopt and be committed to implement “Integrated Management plan of World Heritage Site”. It is also expected to introduce strategies for poverty alleviation of the local population and to develop tourism by means of improved sites, facilities, services, infrastructure and accessibility. 223. Establishment of a clear concept for the development of these areas, development guidelines with required institutional, legal and economic frameworks and identification of the means of implementing the plan will be part of the TOR. 224. Public awareness campaigns towards mobilization of the tourists and local communities in the need for site preservation, better waste management practices are lacking. An overall ban on smoking & use of plastic presently enforced by LDT is a good example on this direction. 225. The other aspects include i. Undertaking of an assessment of economic, social, cultural and religious and administrative linkages of Lumbini Master Plan with its surrounding region ii. Assessment of the constraint to the sustainable and inclusive socio economic growth of the region iii. Development of strategy for the inclusion of these sites in the Nepal Heritage Tourism map in general and Lumbini Heritage tourism map in particular iv. Development of the strategy to maximize economic and social benefits from Lumbini to its surrounding communities as well as mitigating threats of surrounding of Lumbini to Lumbini Master Plan Area v. Development of strategy to protect cultural values, environment and necessary land use vi. Assessment of the administrative and regulatory implications of the perspective plan and make practical recommendations to facilitate the implementation of the perspective plan vii. Assessment of the requirements of environmental improvements, viii. Identification of the financial resources for implementing revised Lumbini Master Plan

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ix. Development of the focused plan of action to enhance the support of local communities x. Development of the focused plan of action to increase benefits of Lumbini to the surrounding local communities xi. Review of the organizational structure ,legal and staffing constraints of LDT 226. Term of Reference for Upgrading of the Master Plan is attached in (Appendix H-4.1 and H-4.2) It includes scope of work and guideline for upgrading of the master plan as well.

H.5 Outcome

227. The outcome will be in the form of Terms of Literature for the consultants who will be undertaking the various works under this package. It will focus on, Updated Lumbini Master Plan Project Area (Sacred Garden, Monastic Area and Lumbini Village, Agricultural and Buffer Area as well as the restricted area).Peripheral Buddhist sites (surrounding Buddhist sites, Tilaurakot, Gotihawa, Niglihawa, Kudan, Aurorakot, Ramgram, Sagrahawa and Devdaha) in the form of their protection, interpretation and management. 228. Surrounding VDCs in the form of community based development plan. 229. Institutional and legal aspects in the form of organizational and management plan

I. FOSTERING COMMUNITY PARTICIPATION IN HERITAGE MANAGEMENT AND TOURISM

This part is a summary of the report of this component. A separate report on this componenet has been produced as Part II of the Main Report.

230. Task

i. Assist LDT in designing conducting community awareness raising programs regarding the value of natural and cultural heritage of Lumbini and the role of the local communities in management of such heritage sites ii. Design working modality for LDT regarding harnessing potential benefits from heritage –based tourism to the local economy. iii. Assist LDT to identify and understand the value of tourism industry and assess requirements to undertake stronger links between tourism and local economies. iv. Coordinate with LDT, entrepreneurs and the local communities regarding identifying needs for upgrading and enhancing the skills of local communities. v. Assess the social mobilization process adopted by various development agencies including TRPAP and suggest LDT for timely changes if necessary. vi. On implementing the demonstration schemes for Heritage-Based Tourism Livelihood Generation through NGOs, assist LDT to select them in accordance with the criteria set and ADB’s relevant procurement guidelines and procedures. vii. Review and upgrade if necessary the tourism-based livelihood generation activities done by TRPAP. viii. Review the micro finance services designed and implemented by TRPAP and suggest for effective and efficient linkages for use of them by local entrepreneurs. ix. Identify and review the tourism-related skill development activities in heritage management and hospitality-related skills among the communities around Lumbini as such: x. Ensure that tourism product development and site management establishing partnership between communities, private sector and the public sector. xi. Coordinate with NTB to develop a coherent marketing strategy to promote Lumbini as part of the Footsteps of Lord Buddha sub circuit and a tourism destination. xii. Assist LDT to work with NTB to assess and verify the tourism products and services being developed in the heritage sites including Lumbini.

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xiii. Review IEC materials developed by NTB with the Nepal Academy of Tourism and Hotel Management (NATHM) under TRPAP and suggest LDT to customize them if applicable to the Project. In developing such materials suggest LDT to coordinate with NTB and other local concerned authorities. 231. A separate report has been prepared for this component within this TA. This report will serve as a guideline and will be of great help for LDT in implementing this component. 232. The subcomponent - greater community engagement in heritage management and tourism benefits has aimed to support a demonstration scheme for heritage tourism livelihood generation including- (i) social mobilization, (ii) skills development in heritage site management and tourism-related activities based on a value chain analysis, and (iii) linking communities to available microfinance services. 233. Social empowerment of rural communities within seven surrounded VDCs of the Lumbini Master Plan area namely Madhuwani, Lumbini Adarsha, Khuda Bagar, Ama, Ekala, Bhagwapur, and Tenuhawa of Rupandehi district and the other nine Buddhist heritage sites (seven at Kapilbastu and two at Nawalparasi district) to manage their own tourism development and heritage conservation has considered as one of the key components. Self-assessment model practiced by TRPAP has proposed as part of the social mobilisation process, with tourism utilised as a vehicle to help alleviate poverty and allow local communities to contribute to and share in the development of their areas. 234. Local and nongovernmental organizations (NGOs) and microfinance service providers experienced in similar schemes are envisaged to be involved as needed. For this, Nepal’s good practices and lessons learned from TRPAP including various similar other projects are emphasized and the only National Tourism Organisation NTBs strength for market linkages has expected to be fully exploited with extensive support and participation from the private sectors at all level. In the overall process, value chain analysis has also been suggested to employ in the development sector as a means of identifying poverty reduction strategies by upgrading along the value chain. 235. PMIU in Lumbini, headed by a Project Director with a team of administrative, financial, technical, cultural, and social/environmental staff together with the NGOs will monitor the Project and will withstand the overall responsibility for its implementation. 236. Envisaged Operational Modality for greater community engagement in heritage management and tourism benefits has intended to operate and sustain the community-based heritage tourism activities, by activating local STDCs established by TRPAP and providing further training to the local communities to improve their capacity so that they will be able to manage overall heritage conservation and tourism development activities efficiently and derive economic benefits from tourism. Moreover, it has been tried to emphasize to develop a strong backward and forward linkages at local, district and central levels. 237. In line with the stated objectives, strategies and policies of the Government of Nepal the project has intended to assist LDT in coordination with Nepal Tourism Board in designing and implementing preparatory community mapping, awareness raising, social mobilization and other relevant preparatory activities for the "Fostering Community Participation Component". Thus, the Community-based heritage tourism objectives, output and activities as set for the whole five years period are fully in accord with the aims of the Interim Plan, new tourism policy and tourism vision 2020, and indeed has become a significant vehicle to contribute to the poverty alleviation objective of the government through greater community engagement in heritage management and tourism benefits. 238. Broadly the Community Participation in Heritage Management and Tourism development process has categorized into two broad areas such as to: i. gain the support and contribution of the communities to the sites protection and management of Lumbini as a World Heritage Site, and ii. enhance the capacity of local communities surrounding Lumbini, especially the poor, to maximize the benefits they derive from the proposed tourism development.

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239. To attain activities within theses broader areas, the project has intended to implement in two distinct phases: Phase I - an awareness raising program for 2 years, and

Phase II - demonstration schemes for heritage-based tourism livelihood generation in the surrounding communities continuing for 5 (over the project period) years

240. Under Phase One, the LDT with support of NTB will develop an information, education, and communication (IEC) program to create awareness among the local communities on - (i) the importance of Lumbini and the roles and obligations of the local communities in its sustainable management and protection as a World Heritage Site, and (ii) the linkage between developing Lumbini as part of the Footsteps of Lord Buddha sub circuit under the Project and pro-poor tourism development, specifically the associated potential benefits to the local economy. 241. Similarly, phase two will be implemented based on lessons learned from TRPAP and will emphasize targeted skills development, microfinance, and the promotion of business linkages between the poor―oftentimes the provider of the services or tourism products to be sold―and their markets, direct or indirect. The Phase will also include developing skills which lead to conservation of tangible and intangible heritage, for example, through expanding traditional artisan skills. The desired impacts on the local communities, particularly the poor, are hoped to increase daily average income, improved entrepreneurial skills and tourism products knowledge, and increased business transactions between local producers and service providers, bigger-scale tourism products and services providers, and conservation of tangible and intangible heritage. In this phase, demonstration schemes will be implemented by NGOs. 242. To gain the support and contribution of the communities to the sites protection and management of Lumbini as a World Heritage Site, following interrelated objectives are set to: i. conserve, maintain and enhance all cultural heritage sites in Lumbini and its surrounding areas ii. establish Lumbini development area and other cultural heritage sites within surrounding areas as potential tourism destinations with the help of Nepal Tourism Board marketing and promotional efforts iii. strengthen capacity of local communities and institutions to develop, promote and manage the tourism activities iv. develop and manage infrastructures in line with the physical development plan to support the overall tourism development process 243. The attainment of these objectives would ultimately result an integration of local economic, socio-cultural, and environmental development through the process of tourism development and hence to poverty reduction in all surrounding VDCs in particular. 244. Likewise, to enhance the capacity of local communities to maximize the benefits they derive from the proposed tourism development the following objectives are set to: i. develop conditions for responsible, pro-poor, sustainable community based tourism while conserving the natural, cultural, historical and archaeological heritages ii. improve the quality of life of local communities and contribute to the reduction of poverty 245. Based on the past experiences and in the present changed context with further management challenges and opportunities, to achieve the above objectives set under the broader two areas, the LDT needs to pursue the outputs and activities as indicated as five years work plan for the management and development of community – based heritage tourism in Lumbini and its surrounding areas.

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J. ARCHAEOLOGICAL IMPACT ASSESSMENT

246. Task i. Conduct archaeological impact assessment for Bhairahawa airport upgrading and Lumbini destination improvement ii. Execute sampling excavation and assess the significance of the materials found, propose mitigation measures to safeguard buried archaeology and suggest future research activity iii. Assess risks to these archaeological materials by the proposed infrastructure and suggest changes to the infrastructural works iv. Ensure that environmental and social (including resettlement) considerations are dealt as per the legal compliance of GoN and ADB. v. Identify suitable mitigation measures and prepare environmental mitigation plan.

J.1 Investigation

247. Archaeological Impact Assessment in the project area and its vicinity in GBA and VIC in Lumbini was carried out to identify impacted sites in relation to the infrastructure work proposed. 248. A team led by the Archaeological Impact Assessment expert of the TA did an extensive study and survey work at sites. The objective of this survey was also to submit proposal of appropriate mitigation measures to be undertaken to safeguard the buried archaeology. The other objective was to suggest for changes, if any, to the proposed infrastructure works which could better assure the safeguarding of archaeological materials of cultural and historical significance and also suggest for future archaeological research and excavation of the buried archaeology. The team adopted three different methods for this purpose. i. Examination of available cartographic and other photographic records. Review of available literature, reports of archaeological researches and explorations conducted at Lumbini and surrounding areas. ii. Combing the sites traversing crisscross and through site inspection. iii. On-site interaction with local people and to investigate clues if any in their traditions and legends.

J.2 Finding and Recommendations

249. Since there were no archaeological findings on the surface of the project area, land for runway extension and other facilities in Gautam Buddha Airport and construction site for Visitors Information Center in Lumbini seem to be free and virgin from archaeological point of view. Both sites thus can be used for developmental works 250. The team’s recommendations however, are to be taken with caution. Although no archaeological remains were traced during the survey, it is still difficult to confirm that the area is totally devoid of such things underground. The chances of finding them is although remote, but when large scale of land is scrapped for runway construction and sections are cut for diverting the Ghaghra River and while digging trenches for foundation for buildings, probability of appearances of some artifacts is always there. 251. But to mitigate any possibility of damaging archaeological objects, in case they are found while undertaking excavation works for different types of constructions, an authorized archaeological unit or at least an archaeologist (from DoA or LDT) should be asked to monitor the site periodically. This has to be done while scrapping the land to make runway and during the digging the trenches for foundation of buildings and embankments for river diversion. 252. All archaeological remains of this period are assumed to be well below one meter from present day surface. An archaeologist therefore, is advisable to be present on the site when construction starts or can be hired immediately once any artifacts is

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found. The archaeologist according to the Rules and Regulation of the Government of Nepal will study, make inventory and record it for the future; as a page of history. 253. ADB requested the Executing Agency to take the next steps for the AIA: (i) obtain endorsement of the AIA report by the DOA of Nepal; (ii) reconfirm the findings of the report after detailed designs are completed and prior to civil works awards; and (iii) ensure that the AIA is reviewed at each stage of construction and its implementation is monitored continuously by international and local heritage experts in the consultant team.

J.3 Reporting

254. A separate report on the Archaeological Impact Assessment was prepared and is submitted to ADB in a separate volume. The report was sent to DoA and UNESCO Nepal office. DoA has expressed satisfaction on the outcome and recommendation of the report. (Appendix-J.3.1)

K. ENVIRONMENTAL AND RESETTLEMENT SAFEGUARD

255. The environmental and social safeguard measures in RETA 6504 is planned to ensure that environmental and social (including resettlement) considerations are dealt by in a proper and efficient manner meeting all the legal compliance of the Government of Nepal (GON) and ADB. These measures assist the implementing agencies like CAAN, LDT in screening projects for their likely environmental and social impacts; identify suitable mitigation measures and implementation of these measures through environmental mitigation plan.

256. Task

The following are the key objectives of the task i. Assist CAAN and LDT in finalizing safeguard documents meeting GON and ADB Guidelines (namely: Resettlement Action Plan and Environment Impact Assessment of Gautam Buddha Airport) ii. Assess requirements of additional safeguard document (if required) as per GON and ADB guidelines. iii. Assist GON in disclosure of safeguard documents, initiation of work on required clearance, submission of documents to relevant authorities. iv. Assist in integrating environmental and resettlement safeguards in the project management system. v. Provide technical input to TA team in preparation of EOI vi. Provide and assist TA team in capacity building activities of CAAN and LDT.

K.1 Deliverables

257. For Gautam Buddha Airport 1. Environmental Impact Assessment Document of Gautam Buddha Airport (GBA) Bhairahawa 2. Preparation of Updated Resettlement Action Plan for GBA 258. For Lumbini 1. IEE for Lumbini including updated EMP 2. Assessment of Land Acquisition Requirements

K.2 Methodologies Followed for Accomplishing the Task

259. The following methodologies were followed to accomplish the objectives of the task. 1. Review of reports and literatures related to environmental and resettlement safeguards from the perspectives of GON and ADB requirements. 2. Monthly site visit to conduct the meeting with CAAN and LDT officials, field visit in areas to be acquired for the extension of GBA.

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3. Informal meeting held with Mr Murari Bhandari, Project Director/PMIU, CAAN and Mr. Devananda Upadhya, Deputy Director/Airport manager, Bhairahawa airport regarding land acquisition and resettlement for the extension of the airport. 4. Field visit carried out together with Mr. Arjun Gurung, officer of CAAN to verify the additional land and the current status of the structures that may affect during acquisition. 5. Conducted Focus Group Discussion with the project affected families, local and other stakeholders and information disseminated about the project, land acquisition, resettlement and compensation. 6. Discussions were held with the several line agencies; Chief District Office, District Development Committee, Land Revenue Office, District Agriculture office and Department of Housing and collected various documents and necessary information related for valuation of land and structures to be acquired at GBA. 7. Carried out the socio-economic survey of affected people in GBA extension sites 8. “On the spot” environmental observation at LDT and its surroundings 9. Recruited resettlement survey team in order to update the resettlement database of GBA based on the current area as determined by CAAN. 10. Regular meetings and discussions with RETA 6504 team and progress reporting to TL as required. 11. Consultative meetings with personnel of CAAN and MOE. 12. Regular follow up at MOE for the approval of EIA of GBA.

K.3 Gautam Buddha Airport

EIA of Gautam Buddha Airport

260. The TA consultant assisted in preparation of final EIA report of GBA as per the requirements stipulated in Environmental Protection Regulations 1997 of the Government of Nepal. The EIA report was already submitted to the ministry of environment for the final approval. The ministry of environment has disseminated the pertinent information of the report to the public through national daily newspaper named “Naya Partika” of March 15, 2010 261. As per the environmental protection rules 1997 and as instructed by the ministry of environment, report was kept for public review and comments since March 24, 2010 at different places of public importance including the project affected village development committee and district development committees. As per the requirements of GON, the EIA report will be kept in those places of public importance for 21 days for obtaining public opinion and comments (if any). The comments and suggestions received from public will be incorporated in final EIA report which will be submitted to the ministry of environment for the review and approval. 262. The main objectives of EIA are to identify and predict the impacts on the bio-physical, socio-economical and cultural environment and to propose mitigation and enhancement measures. The EIA report for GBA has been designed to meet the following objectives; i. Collect baseline data of GBA areas on i) physical ii) biological, iii) socio- economic and cultural environmental conditions of the project area ii. Assess alternatives iii. Identify positive and adverse environmental impacts associated with the project iv. Predict incremental levels of pollutants in the study area due to the proposed airport activities v. Assess whether the project components are environment-friendly or draw down the environment friendly measures vi. Recommend cost effective and practical mitigation measures to minimize adverse impacts and enhance positive impacts

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vii. Develop EMP and Environmental Auditing Plans associated with the project construction and operation phase. 263. The methodologies adopted for the preparation of EIA of GBA has followed the standards, norms, guidelines, and general practices of past environmental assessment studies, and in compliance with GON environmental protection rules 1997 and ADB IEE requirements (including additional EMP, alternative analysis, and economic assessment). It follows established rules, regulations, and guidelines of GON to carry out EIA for development projects. The issuance of public notice, its dissemination at the people's level through posting it on national daily newspaper, notice board of the concerned VDC as well as neighboring wards of Siddhartha Nagar Municipality. 264. A final disclosure of EIA report to the public was made by the ministry of environment. As stipulated in sub rule 1, the ministry of environment has issued a public notice and the EIA report are kept in different places of public access like Hatibangai VDC, District Development Committee, Rupandehi, national library, Tribhuvan university library etc granting a time limit of 30 days, to the general pulic to make copy of themselves of the report received along with the proposal on their own or to study it for offering their opinions and suggestions on it. The last cut off date for providing public opinion was April 16, 2010. During this period, no comments were received from stakeholders. 265. Now as per the rule of the GON, the ministry of environment (MOE) will organize a final review committee meeting, where CAAN should officially present the EIA report the review committee members of MOE. Upon the approval by the review committee meeting, the EIA document will be officially stamped and considered approved by the Government. The final version of the Environmental Impact Assessment report prepared and submitted to the ministry of environment is included separately as appendix of this draft report.

K.4 Resettlement Action Plan for Gautam Buddha Airport

266. One of the prime objectives of the task is to update and finalize the RAP of GBA. During the topographic survey of area at GBA, the actual area to be acquired for the extension of GBA was obtained. This was compared with the RAP prepared in December 2008 and actual land to be acquired was calculated. In order to update the RAP, the TA recruited in-house resettlement officers, who has worked directly under the guidance and supervision of TA safeguard specialist. The team re- calculated the resettlement requirements based on the proposed design. Accordingly, land acquisition, compensation cost based on the current prevailing rates were also projected and included in the updated RAP. 267. The required land acquisition comprises a strip of land 250 meters in length and 4,100 meters wide south of the existing runway. Land acquisition of 590 plots totaling 94.80 hectares (ha) will affect 311 households which are mostly agricultural plots. It will affect 311 households, of which 17 have affected residential structures. Land acquisition will also affect 98 agricultural laborers employed in the land to be acquired. There will also be impacts on 2 primary schools and its employees. Other assets to be affected are trees, wells, a shrine, and an access road. Impacts are summarized in Table 1. These are based on the census undertaken by the Civil Aviation Authority of Nepal (CAAN) who will be responsible for land acquisition and resettlement for the sub-project. CAAN, following Government requirements has initiated the land acquisition process in accordance with the Land Acquisition Act, 2034 (1977). Based on the finalization of the design, CAAN has submitted request to the Government specifying objectives and committing payments of compensation and other expenses. Preliminary surveys including boundary demarcation and inventory of affected families have been carried out. 268. Based on Government approval of the request for land acquisition, the process of land acquisition has already been initiated by the CAAN. The land acquisition notice has already been published by CAAN in a national daily newspaper “Gorkhapartra” on May 11, 2010 informing the land owners about the process and also to obtain their suggestions and comments (if any).

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269. The key steps for land acquisition as laid down in the LAA and the progress till date is summarized in detail in a separate RAP report and submitted separately.

Table K-4.1 : Summary of Resettlement Impacts Impact GBA Sub-project Impacts on Land 94.80 ha (590 plots) Permanent Agricultural Land to be Acquired 93.83 Permanent Residential Land to be Acquired (ha) 0.34 Permanent Commercial Land to be Acquired (ha) 0.63 Affected Persons (APs) Households affected by loss of agricultural land (APs in 292(1,752) bracket) Households affected by loss of residence (APs in bracket) 17(102) Non-titled APs 0 Loss of Livelihood Households losing agricultural income from farming their 292(1,752) own land (APs in bracket) Agricultural laborers 98 School Staff* 0 Vulnerable Affected Households BPL households (APs in bracket) 45(270) Female-headed AH (APs in bracket) 12(72) Households losing 100% land holdings 94(564) Affected Structures Affected Houses 17 Affected Commercial Structures 2 (schools) Affected Trees/Crops Fruit Trees 80 Timber Trees 70 Other Affected Assets Bore wells 55 Pump shed 4 Cowsheds 6 Affected Common Property Resources (Shrine) 1 Household Characteristics Average Family Size 6 Average Household Monthly Income (NRs) 8,338 Primary source of income Agricultural Average Household Monthly Expenditure (NRs) 6,528 *No loss of livelihood is envisaged as these employees/staff (17 for the schools) will be employed relocated schools.

270. In order to address the resettlement and compensation related requirements for GBA, the substantial cost is required. Based on the current requirements of the project and as per the resettlement and compensation impacts visualized above, the following item wise resettlement and rehabilitation cost has been worked out.

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K.5 Revised Estimated Cost of Resettlement & Rehabilitation for the sub-project

Table K.5.1 S.N Description Unit Quantity Rate/Unit Amount Remarks (NRs) (NRs) 1 Compensation for Bigha 140 1400000 196000000 private land 2 Transfer fee 11760000 6% of the total land purchase cost 3 Residential no. 17 250000 4250000 structures 4 Schools no. 2 3000000 6000000 5 Community no. 1 306000 306000 Same as structure (Shrine) Original RP 6 Bore wells no. 55 165000 9075000 Same as Original RP 7 Sheds no. 6 85000 510000 8 Trees no. 150 3000 450000 9 Displacement no. 19 15750 299250 allowances 10 Rehabilitation no. 151 25000 3775000 measures 11 Implementation Lump 4000000 Same as and management sum Original RP 12 Monitoring and Lump 1125000 Same as evaluation sum Original RP 13 Administrative 1930500 cost Sub-Total 239480750 Contingencies @ 23948075 10% Grand Total 263428825 In USD (million) 3.559

Note: • Displacement allowances are based on 90 days minimum wage as established at the national or local level. The national minimum wage rate is NRs. 175/day. Allowances are paid for household due to the loss of structures.

271. The administration and other associated cost for executing the resettlement and rehabilitation activities of the project is estimated as NRs. 1930500. The detail activity wise cost break down is included in RAP report.

K.6 Present Status

272. CAAN has already initiated the process of land acquisition, identification of the APs, and initiation of the process of collection of land records of the APs. The first notice for land acquisition with the purpose to inform APs was already done by CAAN. Advance action is being taken by CAAN to initiate RP implementation such as: establishment of the PMIU and assignment of resettlement officer in PMU, initiatives

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for formation of CFC and hiring of NGO for resettlement implementation following loan negotiations. The Government of Nepal has already transferred the funds required for resettlement and rehabilitation for GBA through CAAN.

K.7 Implementation Schedule of RAP of GBA

273. The sub-project will provide adequate advance notification to the APs and will pay their due resettlement benefits, including relocation and income restoration/assistance prior at least three months prior to start of construction work. The Social and Resettlement Officer of CAAN will need to be engaged during the implementation of the Resettlement Plan. 274. The major activities to be carried out during the period include; i) payment of compensation and other assistances, (ii) handing over of site to the contractor, and (iii) income restoration assistance. All activities related to land acquisition and resettlement will be completed prior to award of civil works contract. Detailed schedule of tasks of implementation of RP is presented in Table K.7below.

Table K-7.1 RP Implementation Schedule

Months (May 2010- Jan 2011) Activities May June July August Sept Oct Nov Dec Jan TBD* TBD* TBD* 2010 2011 Establishment of ESU ▲ Appointment/Assignin ▲ g RO to look after RP Recruitment of NGOs ▲ Consultation and ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ Disclosure Confirmation of ▲ ▲ government land to be used and transfer from other departments Issue notice to APs ▲ -Compensation and ▲ ▲ ▲ ▲ ▲ ▲ resettlement assistance -Relocation of schools -Training to APs Takeover possession ▲ ▲ of acquired property Handover land to ▲ ▲ contractors Commencement of ▲ civil works Monitoring ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲

Note: TBD* : Since the date of mobilization of contractor is not finalized, it is left open and should be mentioned upon finalization. AP: Affected People, CFC: Compensation Fixation Committee, ESU: Environment and Social Unit, RP: Resettlement Plan, RO: Resettlement Officer , TBD: To be decided

K.8 Capacity Building and Transfer of Skills

275. TA consultant provided the orientation trainings regarding the environmental, resettlement and social safeguards to the senior managers of CAAN on 22 January 2010.The training has provided the orientation on environmental and social safeguard measures that has to be followed under this project. The participants were informed

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about the components of Environmental Impact Assessment, Resettlement Action Plan (RAP) for GBA and its implementation modalities. The training program also highlighted the need and importance of incorporation of environmental and social measures during the construction and operational phases of the project.

K.9 Destination Improvement of LDT

Environmental Safeguard Requirements at LDT

276. The proposed construction at LDT doesn’t fall into the areas of any archeological importance. In addition, all the construction is planned outside 1- square mile area of the scared garden (designated UNESCO heritage site). 277. The Environmental Protection Act and Regulations of Nepal have stipulated that “EIA is required for the construction related works within heritage sites. In Lumbini, only the sacred garden area of LDT (1 sq mile) falls under the UNESCO world heritage site. So, areas outside sacred garden don't fall into category of archeological importance. Besides, the master plan of Lumbini has been duly endorsed by UNESCO and GON. 278. So the requirements for IEE and EIA are not mandatory as per Environmental Protection Rules, 1997 of GON for constructions outside sacred garden area in Lumbini.. However, it is advisable that the environmental and social aspects should be integrated during the construction and operation phases of the project. 279. Though IEE/ EIA is not mandatory as per GON regulations, IEE report of LDT is prepared by GON to meet the stipulated requirements of ADB. The IEE report of LDT has included matrices of environmental and social responsibilities to be followed during the construction and operation phases of the facilities to be constructed at LDT. The environmental and social parameters to be followed during the construction and operation phases at LDT are elaborated in IEE. This will be an integral part of bidding document to be followed by the contractor during the construction phase. During the operation phases, the environmental and social safeguard measures will be implemented directly through LDT. 280. Environmental improvements in and around areas of LDT will be incorporated in design. The improvement includes; water supply and sanitation, solid waste management, visitor management infrastructure and services etc. These are integral part of design.

K.10 Status of Resettlement and Compensation at LDT

281. Under this component, the environmental and resettlement safeguard specialist’s prime responsibility is to update the resettlement and compensation data of LDT. The data regarding land acquired by LDT in the past & status of compensation payment was collected during the period. LDT in the past has already acquired 1172 Bigha,10 Kattha of land. 282. Out of total land, entitle certificates of 1042 bigha has already been transferred to LDT. Remaining are absentee landowner or landowners without legal papers. Total amount spent for land acquisition was Rs. 8875516.28 (Beginning of 2033 BS to 2050 B.S). 283. Since no further land acquisition is planned, preparation of RAP of any kind at LDT is not necessary. It is important to note that LDT has already transferred the land entitlement certificates to LDT for the lands acquired in the past.

K.11 Reporting

273. A separate report on EIA and RAP, as was required as part of the TA has been prepared.

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L. REPORTING

274. The agreement requires submission of Inception Report, Interim Report, Final Report including a Draft Final. Different technical reports and monthly progress reports are also required to be submitted as listed below. Table L.1 Report Report Deadline Status No. Within 5 weeks after the 1. Inception Report commencement of the Submitted service. (19 Oct, 2009) Within 6 months after the 2. Interim Report commencement of the Submitted service. (15 March, 2010) Within 7.5 months after the 3. Draft Final Report commencement of the Submitted service(30 April, 2010). Within 2 weeks after receiving 4. Final Report comments on Draft Final Submitted Report Technical Report no.1 5. Draft Documents for procurement of With Final Report. Draft Documents for works and goods, and for recruitment procurement of for of project consultants recruitment of project consultants Submitted Technical Report no.2 Geotechnical Submitted 6. and other survey Reports. With Final Report. Technical Report no.3 Submitted 7. Archaeological impact assessment With Final Report. Report. Technical Report no.4 Submitted 8. Environment impact assessment With Final Report. Report. Technical Report no.5 Submitted 9. Social safeguard and resettlement plan With Final Report. Report. Within third weeks of each 10. month. (22th day of the every Submitted regularly Monthly Reports month) except for the months (total five reports) when the dates of other reports coincide.

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Appendices

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Appendix- 1

RETA 6504: REGIONAL TECHNICAL ASSISTANCE FOR IMPROVING CONNECTIVITY AND DESTINATION MANAGEMENT OF CULTURAL AND NATURAL RESOURCES IN THE SOUTH ASIA SUBREGION

OUTLINE TERMS OF REFERENCE

Enhanced Project Preparedness and Management (NEPAL)

1 The consultancy package is aimed to provide handholding (bridging TA) support for the effective and timely implementation of the Nepal portion of the proposed South Asia Tourism Infrastructure Development Project (regional). Consultancy support will be targeted at (i) enhanced project management and exposure to ADB procedures in project implementation e.g., procurement, (ii) supporting the planning, investigation, surveys, and detailed design of priority packages of the Nepal portion of the regional project, and (iii) initial public and community awareness raising programs. The consultancy package will be implemented over 8 months from July 2009 to March 2010. 2 The consultants will be recruited as a national consulting firm. A total of 59 person-months of domestic consultancy inputs will be required in the following areas:

Specialization Man Months Project management/team leadership 8 Procurement 7 Airport engineering/design 12 Financial Management 6 Heritage Upgrading Specialist/Conservation Architect 10 Community-based heritage Tourism 5 Archaeological Impact Assessment 4 Environmental and resettlement safeguards 7 Total 59

3. The tasks of the consultant team will include but not be limited to the following:

(i) Thoroughly review the ADB Report and Recommendation to the President for the South Asia Tourism Infrastructure Development Project and its supplementary appendixes and get fully informed about the Project design and implementation arrangements and all aspects (ii) Assess the capacity of executing and implementing agencies and identify the need for capacity building for timely and effective implementation of the proposed loan/grants. (iii) Assist in formation of project management and implementation units with optimal managerial and technical personnel structure with related terms of reference. (iv) Conduct training for the key staff to familiarize them with ADB procedures. (v) Assist in developing project management systems and procedures. (vi) Provide hands-on assistance in preparing and finalizing all documentation for recruitment of consultants for project management, detailed design, and construction supervision. (vii) Assist in procurement activities including (a) possible advance procurement activities for services, goods and civil works in accordance with ADB guidelines to expedite project start up, especially of Project Management and Design consultants (b) finalization of contract packages their grouping and mode of procurement, and (c) identification of fast-track activities that can be undertaken on a priority basis. The above activity will include assisting CAAN in finalizing the terms of reference for proposed project management and design consultants based on initial assessment of the Draft Airport Plan requirements and components, including integration of ongoing works with the proposed project. (viii) Carry out geotechnical and all related investigations and surveys required for preparation of

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

detailed designs and estimates for the Bhairahawa airport upgrading component. (ix) Prepare site plans for the Lumbini Visitors Centre including definition of the design brief, design parameters and safeguards to be followed and support Lumbini Development Trust (LDT) in finalization of the TOR for updating the master plan for Lumbini Development Area; Consultants will also complete all geo technical investigations required for the preparation of detailed designs of Lumbini destination improvements. (x) Assist LDT in coordination with Nepal Tourism Board in designing and implementing preparatory community mapping, awareness raising, social mobilization and other relevant preparatory activities for the "Fostering Community Participation Component" (including preparatory activities for livelihood generation) as described in Supplementary Appendix B to the Report and Recommendation to the President of the South Asia Tourism Infrastructure Development Project. (xi) Conduct archaeological impact assessment for Bahairahawa airport upgrading and Lumbini destination improvements by: (i) compiling and studying all available archaeological safeguarding reports on the affected area, from local, national, and international archives, in order to understand the typology of the archaeological material of the area and to identify possible patterns of underground burial of archaeological material of significance; scope the impacted sites in relation to the infrastructure work proposed; (ii) execute the proposed sampling strategy, in collaboration with the international archaeologist and government archaeologists; and (iii) draft the archaeological impact assessment report with detailed maps and photographs of the findings of the investigation; including (a) assessment of significance of archaeological materials found, if any; (b) assessment of the risk these materials may be at from the proposed infrastructure work; (c) proposal of appropriate mitigation measures to be undertaken to safeguard the buried archaeology; (d) suggestions for changes, if any, to the proposed infrastructure work which will better assure the safeguarding of archaeological materials of cultural and historical significance; and (e) depending on the significance of the buried archaeology, suggestions for future archaeological research and excavation of the buried archaeology. (xii) Assist Ministry of Civil Aviation and Tourism, CAAN, and LDT in defining the financial management requirements under the project including fund flows arrangement, setting up and operating the imprest accounts and basic financial management arrangements and train staff on ADB FM procedures (xiii) Assist in finalizing the safeguard documents Finalizing safeguard documents consistent with Government and ADB policies. This includes finalizing the Resettlement Plan Bhairahawa Airport and Environmental Impact Assessment for Bhairahawa Airport. The consultants will assess if further safeguards documents are required based on Government and ADB policies. The consultants will assist in complying with Government and ADB policies including but not limited to: (i) disclosure, (ii) initiating work on required clearances, and (iii) submission of documents to relevant authorities.

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Appendix- A-1 Contact Address

Ministry of Tourism and Civil Aviation 1 Mr. Rajan Krishna Aryal Ast. Secretary Ministry of Tourism and Civil Aviation Singh Durbar, Nepal Tel : +977-1-4211870 Fax : +977-1-42111758 2. Mr. Murari Bahadur Karky, Joint Secretary Project Coordinator, (PCU, SATIDP- Nepal) Ministry of Tourism and Civil Aviation Singh Durbar, Nepal Tel : +977-1-4211620 Fax : +977-1-42111758 Email : [email protected] 3. Rabi Shah, Senior Divisional Engineer, Procurement Officer, (PCU, SATIDP- Nepal) Ministry of Tourism and Civil Aviation Tel: Tel : +977-1-4211711 Email : [email protected] 4. Mr. Keshab Prasad Bimali, Under Secretary Project Safe-Guard Coordinator,( PCU, SATIDP- Nepal) Ministry of Tourism and Civil Aviation, Singh Durbar, Nepal Tel : +977-1-4211596 Fax : +977-1-42111758 Email : [email protected] 5. Mr. Krisna Gopal Shrestha, Under Secretary (Acc.) Financial Officer, (PCU, SATIDP- Nepal) Ministry of Tourism and Civil Aviation Singh Durbar, Nepal Tel : +977-1-4211596 Fax : +977-1-42111758

Ministry of Federal Affairs, Constituent Assembly, Parliamentary Affairs and Culture. 6. Mr. Minendra Rijal, Minister, Chairman, Lumbini Development Trust, Nepal Scared Garden, Lumbini, Nepal Tel: +977-1-4211792 Fax : 977-1-4211873 Mobile : 985032339 Email :[email protected]

Lumbini Development Trust 7. Mr. Acharya Karma Sangbo Sherpa, Vice-Chairman Lumbini Development Trust Scared Garden, Lumbini, Nepal Tel: +977- 71 -580189, 580196, 580200 Fax : +977-71-580181 Moblie : 9851113910 Email :[email protected] 8. Mr. Rajendra Bahadur Thapa, Member Secretary Project Director, (PMIUs, SATIDP-Nepal) Lumbini Development Trust Scared Garden, Lumbini, Nepal Tel: +977- 71 -580189, 580196, 580200 Fax : +977-71-580181, +977-1-4268286 Moblie : +977-9841303867 Email :[email protected]

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

9. Mr. Bharat Bahadur Kunwar, Project Chief Procurement Officer, (PMIUs, SATIDP-Nepal) Lumbini Development Trust Scared Garden, Lumbini, Nepal Mobile : +977-9841842480 10. Mr. Prem Narayan Khanal, Account Officer Financial Officer, (PMIUs, SATIDP-Nepal) Lumbini Development Trust Scared Garden, Lumbini, Nepal Moblie : +977-9847020847

Civil Aviation Authority of Nepal 11. Mr. Ram Prasad Neupane, Director General Civil Aviation Authority of Nepal Babarmahal, Kathmandu, Nepal Tel : +977-1-4262387 Fax : +977-1-4262516 Email : [email protected], [email protected] 12. Mr. Murari Bhandari, Manager, Project Director, (PMIUs, SATIDP-Nepal) Civil Aviation Authority of Nepal Babarmahal, Kathmandu, Nepal Tel : +977-1-4262518, 4262416 Ext. 309 Fax : +977-1-4262516 Email : [email protected], [email protected] 13. Mr. Rudra Prasad Phuyal, Assistant Manager Project Accountant ( PMIUs, SATIDP-Nepal) Civil Aviation Authority of Nepal Babarmahal, Kathmandu, Nepal Tel : +977-1-4262518, 4262416 Ext. 111 Fax : +977-1-4262516 Email : [email protected] 14. Mr. Pradip Adhikari, Senior Engineer Project Engineer, (PMIUs, SATIDP-Nepal) Civil Aviation Authority of Nepal Babarmahal, Kathmandu, Nepal Tel : +977-1-4262518, 4262416 Ext. 320 Fax : +977-1-4262516 Email : [email protected]

TA6504 Consultant 15. Devendra Nath Gongal, Consultant Team Leader, Nepal Consult P.Ltd. Consultant, TA 6504-REG Tel : +977-1-4466665 Email :- [email protected]

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Appendix- B

A 6504-REG, Improving Connectivity and Destination Management of Cultural and Natural Resources in South Asia Sub-region (Package T3- Nepal)

Consultations with Stakeholders.

S. Place Date Number Participants Issues discussed No of participan ts 15.9.2009 Secetrary,Joint Briefing of TA, components 1 MoTCA and 7 Secretary, specific interaction. Working continued Undersectry. modality, coordination, regularly Formation of PCU/PMIUs and office space. DDG, Manager and Briefing of TA, components 2 CAAN 15.9.2009 5 engineers specific interaction. Working modality, coordination, Formation of PMIU. DG, Director, Briefing of TA, components 3 CAAN 24.9.2010 7 Manaager specific interaction. Working modality, coordination, Formation of PMIU. 4.10.2009 Vice chairman, Briefing of TA, components 4 LDT and 5 Adm. Chief and specific interaction. Working continued information officer modality, coordination, regularly Formation of PMIU. 5 NRM/ADB 26.11.200 2 NRM/ADB TA Progress, Formation of PCU 9 consultant and PMIUs Vice chairman, Briefing of TA 6504, components 6 LDT office, 28/10/200 10 Member Secretary, specific interaction, future work Lumbini 9 Project Manager. program and availability of project related information DDC office, Act.CDO (Local Briefing of TA 6504, views and 7 Bhairahawa 29/10/200 Dev. Officer) suggestions, necessary support 9 7 Community Devel. from DDC. officer. NTB office, NTB officials Briefing of TA 6504, tourist 9 Belhiya 29/10/200 5 arrival scenario and Lumbini, custom 9 role of NTB , views and suggestions Surrounding 28/10/200 VDC officials, Briefing of TA 6504, suggestions 10 seven VDCs 9, 48 community leaders, and understanding of their and LDT 2910/2009 LDT Vice Chairman views, preparedness for the and and Member project. 30/ Secretary 10/2009 UNESCO Mr. Colin Kaiser, Briefing of TA 6504, destination 11 Kathmandu 19/11/200 5 UNESCO improvement component, office 9 representative to design brief, draft IMP of Nepal. UNESCO and coordination Chief cultural modality. division. DOR Regional Director, Improvements of road from 12 Division 06/12/200 5 Senior Engineer Bhairahawa to Lumbini, office, 9 verification of construction Butwal materials survey report.

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

05/12/200 PMIU and design brief, vision, parameter 13 Lumbini 9 11 Community leaders and locations of project and components. continued regularly LDT Mr. Axel Plathe o Detail briefing of project 14 Kathmandu 11/02/201 14 UNESCO component in Lumbini, office 0 representative to o Archaeological Impact Nepal. Chief Assessment, cultural division. o Upgrading of Lumbini Master UNESCO Plan, consultant . o Draft IMP DOA – DG, o WHS panel Archaeological Officer LDT- VC, PMIU staff o Briefing of TA and progress, o Project Components in 15 Ministry of 3.3.2010 4 Secretary, Project Lumbini and Community FACAPA Coordinator based activities in VDCs and Culture o WHS panel o National Steering Committee o Archaeological impact Assessment o Project Coordination o Briefing of TA and progress, o National Steering Committee 16 NTB 7.3.2010 4 CEO,NTB o NTB cell in PCU o Marketing and promotional aspect Senior Director, o NTB cell in PCU 17 NTB 11.3.2010 3 Manager o Marketing and promotional aspect Nepal Tourism TA Briefing, Role of private 18 Chamber of 21.3.2010 entrepreneur, sector in promotion and Commerce, 43 LDO, Ex. Chairman marketing of Lumbini, Bhairahawa FNCCI, Local Govt. opportunity to Private sector and officers, NTB their support. PMIU, Chairman TA Progress, Details of 19 LDT 22.3.2010 34 and Secretary of community based tourism each of the 7 component and Formation of VDCs. Project Coordination Committee.

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Refer to Excel File Organization Chart of LDT and Proposed Position of PMIU

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix-C-2.1 Refer to Excel File Project Coordination Committee in Project Organization Chart

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix-C.4-1 Job Description

Project Coordinator

1. Overall managing and monitoring of the project to achieve the objective of the project within the stipulated budget and time.

2. Initiate policy level support to PMIUs.

3. Consolidate the annual plan and program of different units.

4. Submit consolidated Program to NPC and MoF.

5. Conduct regular meeting with PMIUs for reviewing progress and issues.

6. Support and Coordinate activities of PCU and PMIUs

a. for timely achievement of progress.

7. Monitor Project Management Consultants and ensure timely progress with quality.

8. Submit documents received from PMIUs to ADB for approval.

a. Recruitment of consultants

b. Selection of contractors for goods and works

c. Statement of expenditure for timely disbursement from ADB

d. Financial statements and audit reports

e. Other relevant documents

9. Monitor safeguard aspect of the project.

10. Release budgets to PMIUs.

11. Operate first generation Imprest Account.

12. Prepare consolidated progress report for submission to MoTCA, NPC and ADB.

13. Liaison with ADB on behalf of GoN.

14. Assist in preparation of project completion report

15. Hold regular meeting of National Steering Committee.

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management o Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix-C.4-2

Job Description

Project Director

1. Manage PMIU for timely progress of the respective components within the allocated budget.

2. Prepare annual Plan and Program, submit it to PCU for approval by GoN.

3. Monitor Design and Supervision consultants for timely completion of the assigned jobs.

4. Review progress and issues of the respective components.

5. Submit documents to be approved by ADB to PCU

a. Recruitment of consultants

b. Selection of contractors for goods and works

c. Statement of expenditure for timely disbursement from ADB

d. Financial statements and audit reports

e. Other relevant documents

6. Prepare progress reports including financial and audit reports to PCU for submission to GoN, NPC and ADB

7. Refer issues that cannot be resolved in PMIUs level to PCU

8. Operate second generation Imprest Account

9. Timely disbursement of expenditure incurred from ADB

10. Overall monitoring of construction and other works for its timely completion.

11. Assist in preparation of project completion report

12. Regular meeting of WHS panel and wide range interaction with UNESCO and DoA (for LDT).

13. Monitor safeguard aspect of the project (for CAAN).

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix-C-5.3.1

Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix-C-5.3.2

Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix-C-5.3.3

Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix -D-5 REVISED INPUT OF CONSULTANTS

1. Consultant to Man Months for DSC/LDT

Professionals Qualification and Experience requirements Input mm Bachelors in Architecture/ Archaeology with an DESIGN PHASE Advanced degree in archaeology/ conservation. 1. Team Leader/Project Mininimum 15 years professional experience inlcuding Manager Cultural Heritage previous experience in working on archeological sites 5 Expert (International) and their management in the region, preferably Nepal and experience in design of Master plans for historical sites. Bachelors in Architecture, with an advanced degree in conservation/ archaeology with at least 20 years 2. Heritage Architect and experience and formal training in conservation Deputy Team architecture. 12 Leader/Project Manager Expertise: Design and Conservation of the (National) architecture, layout, and other physical features preferably of historical structures. Good understanding of Buddhist culture and architecture styles. Masters in Structural engineering with minimum 15 3. Structural Engineer years experience and conversant with international (National) best practices in information centers and 4 understanding of design processes in World Heritage Site. Bachelors in Civil Engineering with a Masters in Environment/Public Health Engineering and minimum 4. Environmental Engineer 15 years experience in design of environmental (National) services such as water, sanitation, roads and waste 10 management facilities. A good understanding of international standards in design of such facilities and requirements as per Nepali Standard. Post graduate education (or equivalent research) in a field or discipline (e.g. botany, landscape architecture) directly related to the landscape of the region and its surrounding environment, with minimum 15 years 5. Heritage Landscape work experience in related field. Demonstrated Architect (National) 4 professional expertise as a landscape architect in

executing projects in South Asia dealing with (i) the restoration or recreation of historic gardens and environments; and (ii) use of indigenous species in landscaping. 6. Position: Institutional Masters in Planning/ Management/ with around 20 Development Specialist years of experience in formulation and implementation 6 (National) of Business Plan and institutional development actions for institutions. Masters in Social Sciences/ Management, minimum 15 years experience in community mobilization and 7. Community Participation community based product development focused on Specialist (National) 10 livelihood. Expertise: Design of livelihood and

community based tourism products and in community capacity building. Bachelors in Architecture, with an advanced degree in conservation/ archaeology with at least 15 years experience and formal training in design of 8. Heritage Architect structures in historical sites. 4 (International) Expertise: Design of historical structures, information facilities in historical sites and a good Understanding of Buddhist culture and architecture styles.

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Masters in Planning/ Environment/ Ecology with around 15 years experience in design and environment related safeguards for donor aided 9. Safeguard Specialist projects, Preferably with ADB and in oversight of their 2 /Environmental (National) implementation/ compliance. Should be Conversant with relevant national and state environmental laws, and ADB procedures. Bachelors in Civil Engineering with at least 15 years of experience in procurement goods, works and services

10. Procurement Specialist as part of donor aided projects, preferably ADB. 8 (National) Should be conversant with the current procurement procedures of ADB. CA/ACCA/CPA/ICWAI Masters in Financial Management with at least 15 years experience in project accounting and financial management 11. Financial Management systems. Should have adequate experience in design, 10 Specialist (National) implementation and management of project accounting financial management aspects of donor funded projects. Masters in Electrical Engineer with at least 15 years 12. Electrical Engineer experience in designing and installation of electricals 4 (National) for public buidings. SUPERVISION PHASE Masters in Architecture/Civil Engineering with 1. Project Manager, minimum 15 years experience in project design and Architect/Civil Engineer supervision of infrastructure and civil structures, 18 (National): exposure to conservation of historical/ conservation will be an added advantage: Graduate Civil Engineers with at least 5 years

experience in design and supervision of civil and 18 2. Field Engineer (National) infrastructure projects Bachelors in Civil Engineering with around 15 years 3. Quality Control (National) experience in quality controls of works and materials. 5 4. Electrical Engineer Masters in Electrical Engineer with 15 years (National): experience in designing and installation of electricals 2 for public buildings. Masters in Planning/ Environment/ Ecology with minimum 15 years experience in design and environment related safeguards for donor aided 5.. Safeguard Specialist projects, preferably with ADB and in oversight of their 2 Environmental implementation/ compliance. Should be conversant with relevant national and state environmental laws, and ADB procedures. INTERNATIONAL TOTAL 9 NATIONAL TOTAL 115

2. Consultants Man Months for PMC

Professionals Qualification and Experience requirements Input mm Masters in Civil Engineering with around 15 years experience in design, management and supervision of Project Manager (National) airport projects and a good understanding of 40

infrastructure and community based themes, demonstrated leadership qualities.

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

CA/ACCA/CPA/ICWAI Masters in Financial Management with around 10 years experience in Financial Management project accounting and financial management Specialist (National) systems. Should have adequate experience in design, 15

implementation and management of project

accounting financial management aspects of donor funded projects. Project Monitoring Masters in Engineering/ Planning/ Social Science with Specialist (National) around 10 years of experience in project performance 8

monitoring, preferably projects supported by donors.

A Masters Degree in Communication/ Advertising/ Visual Arts with around 10 years experience in design Marketing Expert (National) and marketing of advertising and promotional content 4 for all types of media including the internet, preferably

on tourism or development activities. Preferably experience of work with a public agency. TOTAL NATIONAL 67

3. Consultants Man Months for DSC/CAAN

DESIGN PHASE: Designation of Professionals Qualification and Experience Indicative m/m

Masters in Civil Engineering with around 20 years experience in design of civil structures specifically, geometric design and terminals. Should be conversant with 1. Team Leader / Airport International Standards and 12 Engineer (National) Recommended Practices of ICAO specified in Annex 14 and related documents in design of Airports, other international standards as well as National Standards/ best practices in design. Masters in Civil Engineering with around 15 2. Pavement Engineer years experience in design of civil 6 (National) structures specifically airport pavement Masters in Architecture with around 15 years experience in design of terminals 3. Airport Designer / Architect and facilities and conversant with ICAO 4 (International) requirements and international best practices in design of Airport facilities and structures. Masters in Architecture with around 15 years experience in design of terminals and facilities and conversant with ICAO 4. Architect (National) 6 requirements and international best practices in design of Airport facilities and structures. Masters in Electronics and Communication with around 15 years experience in navigation and communication system 5. Electronics and Navigation design, selection of vendors, installation 6 Specialist (International) and operationalization of navigation and communication facilities in an Airport of at least the proposed category. Must be conversant with ICAO design requirement. 6. Air space operation Graduation with minimum 15 years work 2 specialist (International) experience in civil aviation operation

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

involving Communication,Navigation and Survelliance system with independent design of ATS procedure and air route for international airport/s. Masters in Electronics and Communication with around 15 years experience in navigation and communication system 7. Electronics and Navigation design, selection of vendors, installation 4 Specialist (National) and operationalization of navigation and communication facilities. Must be conversant with ICAO design requirement. Masters in Mechanical Engineering with 15 8. Mechanical Engineer years experience in procurement and 2 (National) maintenance of CFR vehicles, heavy vehicle and equipment. Masters in Electrical Engineering with around 15 years experience in design, 9 .Electrical Engineer installation and management of electrical 4 (National) systems for terminal facilities especially airports and commercial complexes / hotel of at least the proposed category. Masters in Structural engineering with around 15 years experience and 10. Structural Engineer conversant ICAO requirements and 6 (National) international best practices in design of Airport structures. Masters in Civil engineering with around 15 years experience and in design and 11. Civil and Utilities Engineer implementation of basic services such as 4 (National) water, sanitation and waste management arrangements. Masters in Civil engineering/ Hydraulics 12. Drainage and Flood with around 15 years experience in design Control Specialist 4 and construction of drainage and flood (National) control structures. Bachelors in Mechanical Engineering or related field with around 15 years 13. HVAC Engineer (National) experience in design and supervision of 2 Airport terminals and infrastructures related to HVAC facility services. Masters in Planning/ Management/ with around 20 years of experience in 14. Institutional Development formulation and implementation of 10 Specialist (National) Business Plan and institutional development actions for institutions. Masters in Planning/ Environment/ Ecology with around 15 years experience in design and environment related safeguards for 15. Safeguard Specialist - donor aided projects, preferably with ADB 4 Environment (National) and in oversight of their implementation/ compliance. Should be conversant with relevant national and state environmental laws, and ADB procedures. Masters in Planning/ Social Sciences with at least 15 years experience in design of resettlement plans and framework and 16. Safeguard Specialist – experience in implementing resettlement 2 Social (National) plans as part of donor supported projects, preferably with the ADB. Should be conversant with laws relating to land

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

acquisition, state procedures in implementation of resettlement packages and ADB procedures. Bachelors in Civil Engineering with at least 15 years of experience in procurement 17. Procurement Specialist goods, works and services as part of donor 8 (National) aided projects, preferably ADB. Should be conversant with the current procurement procedures of ADB. Bachelors in Civil Engineering with at least 18 Quantity surveyor 15 years experience as quantity surveyor 8 (National) in large infrastructure project preferably airport project. CA/ACCA/CPA/ICWAI Masters in Financial Management with around 15 years experience in project accounting and 19. Financial Management financial management systems. Should 8 Specialist (National) have adequate experience in design, implementation and management of project accounting financial management aspects of donor funded project Graduation with minimum 15 years work experience in civil aviation operation 20. Air space operation involving communication, navigation and 2 specialist (National) survelliance system with knowledge in design of ATS procedure and air route. Masters in Civil Engineering with 20 years experience in project design and supervision of airport development or 21 Team Leader (National) 24 expansion program in the region, conversant with ICAO standards and requirements. Bachelors/ Masters in Civil Engineering 22. Quality Control with 20 years experience in quality controls 6 (International) of works and materials as part of airport development/ expansion project.

Bachelors/ Masters in Civil Engineering with 15 years experience in quality controls 23 Materials/Quality Control of works and materials as part of airport 20 Engineer (National) development/ expansion project. Experience in quality control/ material testing activities for highways / airports. Masters in Architecture with around 15 years experience in design/supervision of 24 Architect (National) 8 airport terminals and facilities and conversant with ICAO requirements Masters in Electronics and Communication with around 15 years experience in navigation and communication system 25. Electronics and Navigation design, selection of vendors, installation 2 Specialist (International) and operationalization of navigation and communication facilities in an Airport of at least the proposed category. Must be conversant with ICAO design requirement.

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Masters in Electronics and Communication with around 15 years experience in navigation and communication system, 26 Electronics and Navigation installation and operationalization of 8 Specialist (National) navigation and communication facilities in an Airport. Must be conversant with ICAO requirement.

Masters in Mechanical Engineering with 15 27. Mechanical Engineer years experience in procurement and 2 (National) maintenance of CFR vehicles, heavy vehicle and equipment. Masters in Electrical Engineering with around 15 years experience in design, 28. Electrical Engineer installation and management of electrical 4 (National) systems for terminal facilities especially airports of at least the proposed category. Bachelors in Mechanical Engineering or related field with around 15 years 29. HVAC Engineer (National) experience in design and supervision of 2 Airport terminals and infrastructures related to HVAC facility services. Bachelors/Masters in Civil Engineering with around 20 years experience in construction 30. Resident Engineer (Civil) 2 supervision and quality controls of works 44 Nos. (National) and materials as part of airport development/ expansion project, road and large infrastructure project.

Masters in Planning/ Environment/ Ecology with around 15 years experience in design and environment related safeguards for donor aided projects, preferably with ADB 31. Safe guard Specialist, and in oversight of their implementation/ 4 Environment (National) compliance. Should be conversant with relevant national and state environmental laws, and ADB procedures.

G. TOTAL INTERNATIONAL (1+2+3) 20 G. TOTAL NATIONAL(1+2+3) 208

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.2.1 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.2.2 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.2.3 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.2.4 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.3.1 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.3.2 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E.3.3 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E-6 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E-7 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E-8 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E-9 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E-10 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- E-11 Refer to Excel File

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- F-1.1 Big Map

Refer to PSD file

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Con

ceptual plan opt.1

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- F-1.2 Auto CAD

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- F-1.3

Refer to Excel file Budge of GBA

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- F-6.1 Air Traffic Data And Projection in GBA

1. Existing Air Traffic Movement at GBA

Aircraft Movement Passenger Movement Cargo Movement Dollar Passen Year ger Arrival Departure Total In Out Total In Out Total 1992 696 696 1392 N/A 2676 1993 717 717 1434 N/A 11999 1994 978 978 1956 9650 12478 22128 1995 917 917 1834 12193 13131 25324 1996 966 966 1932 17467 18642 36109 1997 926 926 1852 15252 19164 34416 1998 1913 1913 3826 22594 25326 47920 1999 930 930 1860 20299 22220 42519 2000 2048 2048 4096 36494 39330 75824 5227 2001 2649 2649 5298 39416 41212 80628 N/A 2002 2402 2402 4804 36327 38447 74774 2027 2003 2370 2370 4740 34806 36385 71191 2569 2004 2864 2864 5728 44060 45703 89763 49506 64210 113716 4030 2005 2640 2640 5280 61981 66452 128433 46447 29738 76185 4504 2006 2474 2474 4948 35024 36048 71072 26269 24101 50370 3860 2007 1973 1973 3755 30699 31246 52495 36412 19699 56111 5090 2008 1882 1879 3761 29868 31014 60882 35659 16150 51809 5335 2009 1981 1981 3962 43316 44411 87727 56180 16934 73114 5492

Source:CAAN

2. Existing foreign tourist movement in Lumbini and Nepal

Year Foreign Total Foreign Total Indian Percent of Tourist Tourist Arrival in Tourist Arrival Foreign Tourist Arrival in Nepal* in Nepal visiting Lumbini Lumbini* 1998 23280 320455 143229 7.26 1999 22119 350843 140661 6.30 2000 14135 367731 95915 3.84 2001 10135 296917 64320 3.41 2002 9036 208691 66777 4.33 2003 28056 251769 86363 11.14 2004 37692 294971 90326 12.78 2005 39792 282071 93430 14.11 2006 49595 290204 93722 17.09 2007 71053 360713 96010 16.50 2008 82075 374661 91177 21.91 2009 82443 • Excluding Indian Tourist Source: Lumbini Development Trust, Nepal Tourism Statistics 2008

Nepalconsult (P) Ltd. 1 Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

3. GENERATED AIR PASSENGER TRAFFIC FORECAST

Forecast of Foreign Tourist to Lumbini via Forecast of Domestic Air Passenger Gautam Buddha Airport Forecast of Indian Tourists to Lumbini via Gautam Buddha Airport Growth Rate Growth Rate Number to Year (%) Number Number Year Year (%) Lumbini Number by Air 2008 5 60882 4879 2008 2008 175,000 2009 5 63926 17392 2009 2009 5 183,750 2010 5 67122 18348 2010 2010 5 192,938 2011 5 70479 19357 2011 2011 5 202,584 2012 5 74002 20422 2012 2012 5 212,714 2013 5 77703 21545 2013 2013 5 223,349 2014 5 81588 22730 2014 2014 5 236,750 2015 10 89746 24321 2015 2015 6 253,323 63,331 2016 10 98721 26024 2016 2016 6 271,055 67,764 2017 10 108593 27846 2017 2017 6 290,029 72,507 2018 10 119453 29795 2018 2018 6 310,331 77,583 2019 10 131398 31880 2019 2019 6 328,951 82,238 2020 10 144538 34112 2020 2020 6 348,688 87,172 2021 5 151764 36841 2021 2021 7 373,096 93,274 2022 5 159353 39788 2022 2022 7 399,213 99,803 2023 5 167320 42971 2023 2023 7 427,158 106,790 2024 5 175686 46409 2024 2024 7 457,059 114,265 2025 5 184471 50122 2025 2025 7 489,053 122,263 2026 5 193694 54132 2026 2026 7 523,287 130,822 2027 5 203379 58462 2027 2027 7 559,917 139,979 2028 5 213548 63139 2028 2028 7 599,111 149,778

2008 Figure relate to 2008 Figure relate to CAAN CAAN Source: Lumbini Development Trust (LDT)

Nepalconsult (P) Ltd. 2 Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

4. FORECAST OF FOREIGN TOURIST ARRIVAL IN NEPAL

Forecast of Foreign Tourist (other than Indian) Arrival in Nepal Forecast of Foreign Tourist to Lumbini Growth Rate Year (%) Number Year Number Average Percent 2008 374661 2008 82075 21.91 2009 5.5 395267 2009 86959 22 2010 5.5 417007 2010 91742 22 2011 5.5 439942 2011 96787 22 2012 5.5 464139 2012 102111 22 2013 5.5 489667 2013 107727 22 2014 5.5 516599 2014 113652 22 2015 7 552761 2015 121607 22 2016 7 591454 2016 130120 22 2017 7 632856 2017 139228 22 2018 7 677155 2018 148974 22 2019 7 724556 2019 159402 22 2020 7 775275 2020 170561 22 2021 8 837297 2021 184205 22 2022 8 904281 2022 198942 22 2023 8 976624 2023 214857 22 2024 8 1054753 2024 232046 22 2025 8 1139134 2025 250609 22 2026 8 1230264 2026 270658 22 2027 8 1328686 2027 292311 22 2028 8 1434980 2028 315696 22

Source: 2008 Figure relate to Nepal Tourism Board 2008 Figure relate to LDT

Nepalconsult (P) Ltd. 3 Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

5. FORECAST OF DIVERTED TRAFFIC FROM TIA

DIVERTED PASSENGER TRAFFIC FROM TIA TIA International Passenger Arrival

Year Number Number Year 2008 1,708,406 2008 2009 1,776,742 2009 2010 1,847,812 2010

2011 1,921,724 2011 2012 1,998,593 2012 2013 2,078,537 2013 2014 2,161,679 2014 2015 236,055 2,248,146 2015 2016 245,498 2,338,072 2016 2017 255,317 2,431,594 2017 2018 265,530 2,528,858 2018 2019 276,151 2,630,013 2019 2020 287,197 2,735,213 2020 2021 298,685 2,844,622 2021 2022 310,633 2,958,406 2022 2023 323,058 3,076,743 2023 2024 335,980 3,199,812 2024 2025 349,420 3,327,805 2025 2026 363,396 3,460,917 2026 2027 377,932 3,599,354 2027 2028 393,049 3,743,328 2028

Consultant's Estimate 2008 Figures relate to CAAN

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Appendix F-8-1.1: Estimation of Annual International Aircraft Movement and floor area estimation of International Terminal Building at Gautam Buddha Airport JICA Methodology ANL Methodology FAA Methodology

International Peak Annual pax. International International Annual Terminal Building month Peak day Peak hour pax Required Year Volume Peak hour Terminal TPHP Terminal aircraft (@24 pax. pax volume volume bldg area / international Passenger Building area estimation Building area movement sq.m/pk.hr.pax)( Volume 0.0052083 x 0.00052083 x TPHP (Sq.m) in Sq.m Sq.m) 0.125 x

2015 323,707 2,024 346 8,315 40,463 1,686 169 4,046 129 24 3,108 2016 339,285 2,122 355 8,521 42,411 1,767 177 4,241 136 24 3,257 2017 355,670 2,224 364 8,738 44,459 1,852 185 4,446 142 24 3,414 2018 372,908 2,332 374 8,966 46,613 1,942 194 4,661 149 24 3,580 2019 390,270 2,359 389 9,335 48,784 2,033 203 4,878 156 24 3,747 2020 408,482 2,469 399 9,576 51,060 2,127 213 5,106 163 24 3,921 2021 428,800 2,471 419 10,050 53,600 2,233 223 5,360 172 24 4,116 2022 450,224 2,594 431 10,334 56,278 2,345 234 5,628 180 24 4,322 2023 472,819 2,704 444 10,666 59,102 2,463 246 5,910 189 24 4,539 2024 496,654 2,840 458 10,981 62,082 2,587 259 6,208 199 24 4,768 2025 521,805 2,962 473 11,347 65,226 2,718 272 6,523 209 24 5,009 2026 548,350 3,113 487 11,698 68,544 2,856 286 6,854 219 24 5,264 2027 576,374 3,224 506 12,135 72,047 3,002 300 7,205 231 24 5,533 2028 605,966 3,341 525 12,592 75,746 3,156 316 7,575 242 24 5,817

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix F-8.1.2: Estimation of Annual Domestic Aircraft Movement and floor area estimation of Domestic Terminal Building at Gautam Buddha Airport JICA Methodology ANL Methodology FAA Methodology Annual Domestic Domestic Peak Domestic pax. Annual passenger Peak day pax Peak hour pax Terminal TPHP Required Year Peak hour month pax. Terminal Volume aircraft building (@ 16 volume volume Building estimati bldg area / Passenger Volume Building area domestic movement sq.m/pk.hr.pax)( 0.0052083 x 0.00052083 x area on TPHP 0.125 x in Sq.m Sq.m) (Sq.m) 2015 89,746 5,343 126 2,021 11,218 467 47 748 36 16 574 2016 98,721 5,663 139 2,220 12,340 514 51 823 39 16 632 2017 108,593 6,003 143 2,291 13,574 566 57 905 43 16 695 2018 119,453 6,363 149 2,376 14,932 622 62 995 48 16 764 2019 131,398 6,745 154 2,457 16,425 684 68 1,095 53 16 841 2020 144,538 7,149 163 2,609 18,067 753 75 1,204 58 16 925 2021 151,764 7,650 170 2,718 18,971 790 79 1,265 61 16 971 2022 159,353 8,185 178 2,855 19,919 830 83 1,328 64 16 1,020 2023 167,320 8,758 186 2,980 20,915 871 87 1,394 67 16 1,071 2024 175,686 9,372 196 3,137 21,961 915 92 1,464 70 16 1,124 2025 184,471 10,028 208 3,331 23,059 961 96 1,537 74 16 1,181 2026 193,694 10,729 218 3,488 24,212 1,009 101 1,614 77 16 1,240 2027 203,379 11,480 228 3,656 25,422 1,059 106 1,695 81 16 1,302 2028 213,548 12,284 240 3,835 26,693 1,112 111 1,780 85 16 1,367

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Appendix F-8-2.1: Required Number of Parking Lots and Car Park Area

International Passengers Domestic Passengers Peak Parking Parking Assumed Peak Parking Parking Assumed Car Park Year Car Park Year Hour Pax ratio Lot parking Hour Pax ratio Lot parking Area Area (Sq.m) (2 way) PR (Nos) lots (Nos) (2 way) PR (Nos) lots (Nos) (Sq.m) 2015 169 0.4 67 67 2,360 2015 126 0.4 51 51 1,769 2016 177 0.4 71 71 2,474 2016 139 0.4 55 55 1,942 2017 185 0.4 74 74 2,593 2017 143 0.4 57 57 2,005 2018 194 0.4 78 78 2,719 2018 149 0.4 59 59 2,079 2019 203 0.4 81 81 2,846 2019 154 0.4 61 61 2,150 2020 213 0.4 85 85 2,978 2020 163 0.4 65 65 2,283 2021 223 0.5 112 112 3,908 2021 170 0.5 85 85 2,973 2022 234 0.5 117 117 4,104 2022 178 0.5 89 89 3,123 2023 246 0.5 123 123 4,310 2023 186 0.5 93 93 3,260 2024 259 0.6 155 155 5,432 2024 196 0.6 118 118 4,117 2025 272 0.6 163 163 5,707 2025 208 0.6 125 125 4,371 2026 286 0.6 171 171 5,998 2026 218 0.6 131 131 4,577 2027 300 0.6 180 180 6,304 2027 228 0.6 137 137 4,798 2028 316 0.6 189 189 6,628 2028 240 0.6 144 144 5,034

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix F-8-2.2 Water demand for Bhairawa Regional International Airport Water demand for Control Tower and Water demand for ITB Water demand for DTB other buildings Total Water Water water Year Water DTB Building ITB area in Water Water demand Water demand demand Unit demand area in Unit area in Unit Sq.m demand demand Litre / demand Litre / Litre / day Litre / day Sq.m Sq.m day day

2015 8,315 23 L/m2/day 191,244 2,021 23 L/m2/day 46,492 1,000 10 L/m2/day 10,000 247,736 2016 8,521 23 L/m2/day 195,987 2,220 23 L/m2/day 51,053 1,000 10 L/m2/day 10,000 257,040 2017 8,738 23 L/m2/day 200,976 2,291 23 L/m2/day 52,702 1,000 10 L/m2/day 10,000 263,678 2018 8,966 23 L/m2/day 206,225 2,376 23 L/m2/day 54,658 1,000 10 L/m2/day 10,000 270,883 2019 9,335 23 L/m2/day 214,714 2,457 23 L/m2/day 56,518 1,000 10 L/m2/day 10,000 281,232 2020 9,576 23 L/m2/day 220,259 2,609 23 L/m2/day 60,016 1,000 10 L/m2/day 10,000 290,275 2021 10,050 23 L/m2/day 231,155 2,718 23 L/m2/day 62,518 1,000 10 L/m2/day 10,000 303,673 2022 10,334 23 L/m2/day 237,679 2,855 23 L/m2/day 65,666 1,000 10 L/m2/day 10,000 313,345 2023 10,666 23 L/m2/day 245,312 2,980 23 L/m2/day 68,551 1,000 10 L/m2/day 10,000 323,863 2024 10,981 23 L/m2/day 252,569 3,137 23 L/m2/day 72,152 1,000 10 L/m2/day 10,000 334,722 2025 11,347 23 L/m2/day 260,981 3,331 23 L/m2/day 76,602 1,000 10 L/m2/day 10,000 347,583 2026 11,698 23 L/m2/day 269,064 3,488 23 L/m2/day 80,214 1,000 10 L/m2/day 10,000 359,278 2027 12,135 23 L/m2/day 279,104 3,656 23 L/m2/day 84,079 1,000 10 L/m2/day 10,000 373,183 2028 12,592 23 L/m2/day 289,621 3,835 23 L/m2/day 88,215 1,000 10 L/m2/day 10,000 387,836

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix F-8-2.3: Waste disposal demand for Bhairawa Regional International Airport Waste disposal demand for Operation, Airlines Waste disposal demand for ITB Waste disposal demand for DTB Building Total waste Waste Waste Waste Year Waste DTB Waste Building Waste disposal ITB area disposal disposal disposal disposal Unit area in disposal Unit area in disposal Unit demand in Sq.m demand demand demand demand Sq.m demand Sq.m demand Kg / day Kg / day Kg / day Kg / day

2015 8,315 0.07 Kg/m2/day 582 2,021 0.07 Kg/m2/day 141 1,000 0.14 Kg/m2/day 140 864 2016 8,521 0.07 Kg/m2/day 596 2,220 0.07 Kg/m2/day 155 1,000 0.14 Kg/m2/day 140 892 2017 8,738 0.07 Kg/m2/day 612 2,291 0.07 Kg/m2/day 160 1,000 0.14 Kg/m2/day 140 912 2018 8,966 0.07 Kg/m2/day 628 2,376 0.07 Kg/m2/day 166 1,000 0.14 Kg/m2/day 140 934 2019 9,335 0.07 Kg/m2/day 653 2,457 0.07 Kg/m2/day 172 1,000 0.14 Kg/m2/day 140 965 2020 9,576 0.07 Kg/m2/day 670 2,609 0.07 Kg/m2/day 183 1,000 0.14 Kg/m2/day 140 993 2021 10,050 0.07 Kg/m2/day 704 2,718 0.07 Kg/m2/day 190 1,000 0.14 Kg/m2/day 140 1,034 2022 10,334 0.07 Kg/m2/day 723 2,855 0.07 Kg/m2/day 200 1,000 0.14 Kg/m2/day 140 1,063 2023 10,666 0.07 Kg/m2/day 747 2,980 0.07 Kg/m2/day 209 1,000 0.14 Kg/m2/day 140 1,095 2024 10,981 0.07 Kg/m2/day 769 3,137 0.07 Kg/m2/day 220 1,000 0.14 Kg/m2/day 140 1,128 2025 11,347 0.07 Kg/m2/day 794 3,331 0.07 Kg/m2/day 233 1,000 0.14 Kg/m2/day 140 1,167 2026 11,698 0.07 Kg/m2/day 819 3,488 0.07 Kg/m2/day 244 1,000 0.14 Kg/m2/day 140 1,203 2027 12,135 0.07 Kg/m2/day 849 3,656 0.07 Kg/m2/day 256 1,000 0.14 Kg/m2/day 140 1,245 2028 12,592 0.07 Kg/m2/day 881 3,835 0.07 Kg/m2/day 268 1,000 0.14 Kg/m2/day 140 1,290

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix F-8-2.4:Sewage demand for Bhairawa Regional International Airport

Sewage demand for Control Tower and Sewage demand for ITB Sewage demand for DTB other buildings Total sewage Sewage Sewage Year Sewage DTB Building demand ITB area in Sewage Sewage demand Sewage demand Unit demand area in Unit area in Unit Litre / Sq.m demand demand Litre / demand Litre / Litre / day Sq.m Sq.m day day day 2015 8,315 17 L/m2/day 141,354 2,021 17 L/m2/day 34,364 1,000 7 L/m2/day 7,000 182,718 2016 8,521 17 L/m2/day 144,860 2,220 17 L/m2/day 37,735 1,000 7 L/m2/day 7,000 189,595 2017 8,738 17 L/m2/day 148,548 2,291 17 L/m2/day 38,954 1,000 7 L/m2/day 7,000 194,501 2018 8,966 17 L/m2/day 152,427 2,376 17 L/m2/day 40,400 1,000 7 L/m2/day 7,000 199,827 2019 9,335 17 L/m2/day 158,701 2,457 17 L/m2/day 41,774 1,000 7 L/m2/day 7,000 207,476 2020 9,576 17 L/m2/day 162,800 2,609 17 L/m2/day 44,360 1,000 7 L/m2/day 7,000 214,160 2021 10,050 17 L/m2/day 170,854 2,718 17 L/m2/day 46,209 1,000 7 L/m2/day 7,000 224,063 2022 10,334 17 L/m2/day 175,675 2,855 17 L/m2/day 48,536 1,000 7 L/m2/day 7,000 231,211 2023 10,666 17 L/m2/day 181,317 2,980 17 L/m2/day 50,668 1,000 7 L/m2/day 7,000 238,986 2024 10,981 17 L/m2/day 186,682 3,137 17 L/m2/day 53,330 1,000 7 L/m2/day 7,000 247,012 2025 11,347 17 L/m2/day 192,899 3,331 17 L/m2/day 56,619 1,000 7 L/m2/day 7,000 256,518 2026 11,698 17 L/m2/day 198,873 3,488 17 L/m2/day 59,289 1,000 7 L/m2/day 7,000 265,162 2027 12,135 17 L/m2/day 206,294 3,656 17 L/m2/day 62,146 1,000 7 L/m2/day 7,000 275,440 2028 12,592 17 L/m2/day 214,068 3,835 17 L/m2/day 65,202 1,000 7 L/m2/day 7,000 286,270

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Appendix- F-11.1 Monthly Rainfall data of Gautam Buddha Airport

Latitude(deg/min): 2731 Longitude(deg/min): 8326 Elevation(m): 0109 Rainfall (mm) for BHAIRHAWA AIRPORT

YEAR JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 1999 23.0 2.5 0.0 3.5 242.1 505.4 466.4 486.6 222.1 112.1 0.0 0.0 2000 2.5 23.9 41.0 120.2 173.8 419.8 378.8 179.9 164.3 0.0 0.0 0.0 2001 2.0 2.7 1.1 25.3 226.1 256.0 458.1 535.1 447.6 50.3 11.6 0.0 2002 35.5 43.2 2.2 18.9 105.0 216.2 417.9 165.7 233.7 0.0 30.2 0.0 2003 55.6 51.7 32.7 19.3 49.8 451.8 602.9 418.5 224.8 43.0 0.0 2.9 2004 62.5 0.0 0.0 43.1 116.8 262.7 534.0 181.5 254.5 66.2 2.6 0.0 2005 23.8 27.6 17.5 8.3 23.6 106.9 713.4 448.4 74.0 324.2 0.0 0.0 2006 0.0 0.0 11.5 20.0 146.6 328.1 304.5 198.7 134.7 46.2 0.0 23.6 2007 0.0 106.3 37.6 54.1 32.9 65.0 926.8 262.4 375.7 73.4 0.5 0.0 2008 6.2 0.0 2.8 26.2 56.5 442.8 564.2 449.9 56.5 64.2 0.0 0.0

Extreme Rainfall (mm) for BHAIRHAWA AIRPORT

YEAR JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 1999 21.0 2.5 0.0 3.5 62.8 223.2 134.4 95.7 53.6 58.2 0.0 0.0 2000 2.0 18.0 37.0 43.5 37.8 99.8 78.2 47.0 63.8 0.0 0.0 0.0 2001 2.0 2.7 1.1 20.8 42.2 59.7 150.5 127.7 168.6 42.0 11.6 0.0 2002 17.6 21.6 1.8 18.6 45.0 42.5 80.1 53.0 75.0 0.0 30.2 0.0 2003 39.0 19.2 21.0 18.2 23.8 111.1 152.7 131.4 38.8 41.9 0.0 2.9 2004 26.5 0.0 0.0 22.1 38.6 63.1 107.6 81.0 73.0 28.4 2.6 0.0 2005 8.6 9.8 9.0 8.3 15.0 68.0 130.7 154.8 34.2 120.6 0.0 0.0 2006 0.0 0.0 8.3 8.1 96.7 245.8 96.6 65.5 43.5 45.5 0.0 20.1 2007 0.0 98.5 21.6 24.0 16.4 37.7 216.0 60.0 60.8 45.4 0.5 0.0 2008 4.0 0.0 2.8 19.7 15.7 93.2 181.0 86.6 19.4 31.8 0.0 0.0

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Appendix- F-11.2

Maximum and Minimum Monthly Temperature of Gautam Buddha Airport

BHAIRHAWA AIRPORT MONTH Tmax(øC) Tmin(øC)

Year Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec.

Min Max Min Max Min Max Min Max Min Max Min Max Min Max Min Max Min Max Min Max Min Max Min Max 1999 19.6 8.8 27.3 11.9 33.4 13.8 38.2 21.9 35.0 24.6 34.8 25.8 33.3 25.8 32.9 25.3 33.7 24.4 33.1 21.0 29.7 14.9 24.8 11.0

2000 20.1 8.5 23.2 9.1 30.4 13.6 35.6 19.5 33.8 24.1 33.7 25.1 33.5 25.7 33.9 26.1 32.5 24.2 34.0 20.5 28.8 15.9 24.9 9.6

2001 21.0 7.6 26.3 10.3 32.1 13.4 36.8 20.0 34.4 23.8 33.6 25.7 33.6 26.4 33.7 25.7 32.9 24.3 32.8 20.1 29.2 14.0 21.5 10.1

2002 22.4 8.9 25.5 10.7 31.3 15.0 34.7 21.6 34.3 25.0 34.7 25.7 33.4 26.4 33.8 26.5 32.4 24.3 32.2 20.5 29.5 15.1 23.4 11.4

2003 15.2 8.5 24.6 11.9 29.1 15.5 36.0 21.2 37.2 23.3 34.3 25.4 33.4 26.5 33.5 26.4 32.9 25.2 32.2 20.1 28.8 14.5 23.3 9.8

2004 17.9 8.7 25.7 10.8 33.4 16.0 34.9 22.1 36.3 23.9 34.3 25.3 32.9 26.1 34.2 26.6 33.9 25.4 31.4 19.7 28.4 13.7 24.4 10.3

2005 22.3 9.6 25.6 11.9 32.2 16.0 36.6 19.6 37.5 23.9 37.9 26.2 32.8 25.9 33.6 26.0 34.1 25.8 31.0 21.2 27.9 13.9 24.8 9.6

2006 21.2 9.0 27.9 14.6 31.1 14.5 35.7 20.6 35.4 24.8 34.7 26.2 34.1 26.6 34.5 26.6 33.4 24.9 32.8 20.7 28.4 14.7 23.7 10.4

2007 21.0 7.6 24.1 12.4 29.5 14.3 35.8 21.0 37.3 23.8 36.0 26.4 32.1 26.0 34.0 26.1 32.8 24.6 32.6 21.6 29.8 14.7 24.1 9.7

2008 22.0 9.1 24.4 9.3 31.7 15.7 36.7 20.4 36.4 23.7 33.3 25.6 33.2 26.3 33.7 26.0 34.6 24.9 32.8 20.0 29.8 14.7 23.7 12.4

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Appendix- G-2.1 Auto CAD file

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Appendix- G-5.1

Visitors Arrival In Lumbini (Excluding Nepalese and Indian Nationals)

82075

71053

49595

37692 39792

28056 23280 22119

14135 10135

1998 2000 2001 2002 2003 2004 2005 2006 2007 2008

16% increase over 2007 Source : Lumbini Development Trust

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Excel File (Sangache sir) Country wise Traval Trade

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Appendix- G-9-1.1 Auto CAD file

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Appendix- G-9-1.2 Auto CAD file

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Appendix- G-9-1.3 Auto CAD file

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Appendix- G-9-1.4 Auto CAD file

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Appendix- G-10.1 Auto CAD file

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Appendix- G-10.2 Auto CAD file

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Appendix- G-10.3 Auto CAD file

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Appendix- G-10.4 Auto CAD file

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Appendix- G-10.5 Auto CAD file

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- G-10.6 Auto CAD file

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- G-10.7 Auto CAD file

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Appendix- G-10.8 Auto CAD file

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Appendix- G-10.9 Auto CAD file

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Appendix- G-11.1 Auto CAD file

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Appendix- G-11.2 Auto CAD file

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Appendix- G-13.1 Auto CAD file

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Appendix- G-13.2 Auto CAD file

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Appendix- G-14.1 Auto CAD file

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix- H-1.1

CLIMATIC DATA

The Project area, being about 27 degrees north of Equator, has a tropical climate distinctively with the rainy and dry seasons. The Rainy season occurs during the months of June to September, and the dry season continues approximately from October to May. Annual rainfall is about 1418 millimeters and Highest rainfall recorded in last 10 years is 2231.7 millimeters in 2005 (1016 mm in July 2005 ). About 90 per cent of annual rainfall is concentrated in the rainy season. Temperature rises 36*C or higher in May and falls to 10* C, or sometimes even down to 5* C, in January or February. Reliable data on climate has been collected from the Meteorological station in Sacred Garden. Climatic data of the Project Area are given below,

Table -2 Monthly mean rainfalls (1999-2008) Unit: millimeters

Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sept. Oct. Nov. Dec. Total

11.05 16.9 7.51 24.01 113.18 263.94 445.4 293.59 152.1 81.2 5.28 3.92 1418.52

Table -3 Monthly Air Temperatures (2004) Unit: *C Annual

Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sept. Oct. Nov. Dec. Mean

14.05 18.4 24.45 28.45 30.25 29.75 29.05 30.25 29.5 25.15 19.75 15.7 24.56

Table -4 Monthly Relative Humidity (2004) Unit: % Annual

Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sept. Oct. Nov. Dec. Meanl

80.05 75.35 77.45 82.35 73.55 84.85 89.7 90.85 88.9 84.15 76.55 83.75 86.46

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Appendix- H-2.1 Land Use of the Project Area

S no Description Area Total

New Lumbini Monastic Sacred ( ha ) Village ( ha ) Zone ( ha ) Garden ( ha )

1 Lumbini Centre 13 10 - 23

2 Camping Site 4 - - 4

3 Utility Plant 1 - - 1

4 Central Link 1 6 3 10

5 Lumbini Square - 5 - 5

6 Culture Centre - 11 - 11

7 Monastery and Monastic Area 2.56 40 - 42.56

8 Water Body 0.6 1.4 22 24

9 Sacred Area (Archaeological - - ruins, lawn & pedestrian roads) 44 44

10 Forest Area 170 158 166 494

11 River 6 25 21 52

12 Village (Hotels and staff 59.44 - - 59.44 accommodation )

13 Total 257.6 256.4 256 770

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Appendix- H-3.1 LUMBINI WHS MANAGEMENT PLAN REVIEW PANEL

The preparation of an Integrated Management Plan (IMP) for Lumbini, the Birthplace of Lord Buddha World Heritage Site will focus on the conservation of the area within the boundaries and the buffer zone. However the management of this site is closely linked to the development as per Master Plan prepared by Kenzo Tange in 1978 covering an area of 1 x 3 miles as well as 5x5 miles.

The Management Plan will also need to take into account any potential threats to the OUV of the World Heritage Site from sources that might be located beyond any clearly demarcated boundaries, specially the unplanned and haphazard development works in restricted and buffer (agriculture) area within 5x5 miles Lumbini Development area.

To provide guidance in the preparation of the Management Plan for the Sacred Gardens, upgrading of Lumbini Master Plan and detail design of heritage sites a Review panel, having following composition be formed.

WHS Review Panel

Vice Chairman, LDT------Coordinator (RR)Head of UNESCO, KTM office------Member Director General of DOA------Member

A Review Panel will be linked to LDT PMIU

TOR of Review Panel ¾ Advice LDT in the execution, management, and monitoring of the Lumbini Heritage Site Improvements works and the capacity building activities. ¾ Advice and guide in review and facilitation of the institutional improvement action plan. ¾ Provide guidance in formulation of the TOR for the proposed review of the Perspective Plan for the sites including Lumbini and the Master Plan for the LDT area; ¾ Review and Provide, guidance and recommendations on the upgrading of Lumbini Master Plan; ¾ Advice in preparation of capacity building plan for staff of LDT including management and ¾ Guidance in implementation of master plan for historical sites.

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Appendix – H-4.1

Terms of Reference outlines for Preparation of Master Plan for Lumbini Development Area (Updating Lumbini Development Master Plan)

A .Objective: The objective of the assignment is to upgrade the existing Master Plan,

a) To identify the attributes and elements that give Lumbini it outstanding universal value, define authenticity and integrity for the site and redefine the boundaries and buffer zones. b) To elaborate the concept of “Lumbini as the Fountain of World Peace” and propose activities for its realization. c) To elaborate the concept of “Lumbini as Gateway to Buddhist Pilgrimage” and propose activities for its realization. d) To examine how the Sanctity of the Site and resources currently available could be utilized to reinforce the mutual positive linkages between Lumbini master plan area and its surrounding for the ultimate objective of socioeconomic development of the r region. e) To review the Master Plan in respect to the Restricted Area and the Buffer Zone, establish a clear concept for the development of these areas,prepare development guidelines with required institutional, legal and economic frameworks and providing means of implementing the plan. f) To review the status of the Lumbini Development Trust, its objectives and authority and the Lumbini Development trust Act. B .Scope The scope of work would consist of preparation of a perspective plan for the Lumbini Development area that would encompass the historical sites around Lumbini and a Master Plan for the area under the LDT. The assignment will be implemented over 15 months, will require 48 person-months of consulting services (14 international and 34 national).It is intended that the support provided to Lumbini Development Trust will improve LDT‘s performance to protect the Outstanding Universal Value of the World Heritage property , to develop strategies for poverty alleviation of the local population and to develop tourism by means of improved sites, facilities, services, infrastructure and accessibility. Close Consultation with UNESCO, VDCs and Buddhist religious organizations (BRO) and other stakeholders through interaction and workshops.

Specific Tasks of Consultants

Component 1: Perspective Plan

Consultant will develop a perspective plan for the development of Lumbini development area comprising both the Lumbini master plan area as well as adjoining villages that involve among others the sites related to the life of the Lord Buddha. This will include the following tasks: 1. Undertake an assessment of economic, social, cultural and religious, and administrative linkages of Lumbini master plan area with its surrounding region. 2. Assess the constraints to the sustainable and inclusive socio economic growth of the region 3. Develop a set of strategies to reinforce the mutual positive linkages between Lumbini master plan area and its surrounding for the ultimate objective of socioeconomic development of this rather poor region of Nepal. The strategies will include among others the following: i. A strategy for protection and sustainable management of Buddhist/heritage sites around Lumbini master plan area. ii. A strategy for the inclusion of these sites in the Nepal heritage tourism map in general and Lumbini heritage tourism map in particular.

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iii. A strategy to maximize economic and social benefits from Lumbini to its surrounding communities as well as mitigating threats from the surrounding of Lumbini to Lumbini master plan area. iv. A strategy to protect cultural values, environment and necessary land use

4. Assess the administrative and regulatory implications of the perspective plan and make practical recommendations to facilitate the implementation of the perspective plan. 5. Review the existing Lumbini Development trust Act.

Component 2: Lumbini Master Plan Area

In this component, consultant will 1. Identify the attributes and elements that give Lumbini its outstanding universal value, define authenticity and integrity for the site and redefine the boundaries and buffer zones of World Heritage Site (WHS) 2. Review the Kenzo Tange’s master plan and assess its contemporary relevance in terms of space use, design parameters, cost of the implementation in relation to available and projected resources, and spiritual and cultural norms. 3. Assess the changes that are required to enhance the contemporary relevance of the Kenzo Tange’s plan; 4. Review the Project Area Plan, account for already implemented changes to the plan and present progress, adapt the plan to accommodate changing requirements within the overall concept developed by Kenzo Tange, establish the necessary institutional, legal and financial means of implementing the plan. 5. Prepare a plan that provides guidelines for the physical development Lumbini project area and Preservation of the WHS area. 6. Assess the requirements for environmental improvements, visitor infrastructure and services, enhanced presentation and interpretation of Lumbini historic Buddhist site as well as archaeological remains and related cultural heritage 7. Identify the financial resource requirements of implementing revised Lumbini master plan and operation and maintenance of protection works and infrastructure and services and visitor management; develop a financial action plan to enable LDT to gradually meet its operation and maintenance requirements in the short term, and investment requirements of the revised master plan in the medium and long term. This should include among others assessing revenue sources and revising and introducing new fees and charges for various services for visitors in the master plan area 8. Based on findings of the Perspective Plan develop a focused plan of action to enhance the support of the local communities for the protection and management of Lumbini master plan area 9. Based on the Perspective Plan findings and strategy, develop a focused plan to increase the benefits from Lumbini to the surrounding local communities 10. Review the Master Plan in respect to the Restricted Area and the Buffer Zone, establish a clear concept for the development of these areas, prepare development guidelines with required institutional, legal and economic frameworks and providing means of implementing the plan. 11. Review the organizational structure and legal and staffing constraints of LDT to the implementation of the master plan and develop an organizational and staff development plan. 12. Prepare a visitors flow plan around WHS. This plan shall help in managing the protection of archaeological remains from mistreatment from the visitors and shall assist in creating a desired ambience of WHS. Locate site for mass praying and meditation, performance of rituals in a desired distance to save WHS environment. 13. Review the existing Lumbini Development trust Act.

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B. Terms of Reference for Team Members Expert Man Key Qualifications Tasks Months

International Consultants

Regional 4 Masters in Architecture/urban 9 Lead the overall preparation of the and urban and plan for the defined area inclusive planner regional planning with at least of perspective plan covering 20 years experience with a Lumbini and the other historical sound understanding of sites around and the Master Plan Buddhist principles and design for the area under the Lumbini /planning of similar works. Development Area; 9 For the LDT area o prepare an updated land use plan, o investment needs to implement the master plan, o coordinate design of development o regulations o management improvement required in o the short term and structure required to o implement the Master Plan o recommendations including linkages with o the local administration and o a business plan that would form the basis o of setting rates and charges for proposed o developments in the LDT 9 For the region, as part of the perspective plan, o define the priority development needs of other historic sites o define community based tourism development products o community based site management plans and o a road map for development of associated sites. 9 Lead all consultations with the review committee and the local communities on the plan. 9 Conduct interaction with stakeholders (LDT, UNESCO, BRO and others) . 9 Prepare a visitors flow organization plan. 9 Review the existing Lumbini Development trust Act.

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Cultural 6 Masters in Architecture 9 review all relevant reports and heritage /Conservation with a sound studies on management of protection & understanding of Buddhist Lumbini; management principles and design/planning 9 review the genesis and expert activities in a historical subsequent context. At least twenty years implementation of the Kenzo of experience in this filed. Tange master Plan for the site, its rationale and the factors constraining its implementation; 9 based on review and consultation outline the conditions under which Kentzo Tange’s plan canbe implemented and the resource requirementsand management measures and alternatively the best option to implement the basic principles of Tange’s design and the permissible levels of modifications 9 Lead the technical discussions on this issue 9 consult with all stakeholders and such as LDT, UNESCO,BRO and other local experts on the complexity of site management issues and issues relating to conservation and management of historic brick structures; 9 prepare a capacity building plan for staff of LDT including management and implementation of master plan for the site as well as the other historical sites. 9 Prepare a visitors flow organization plan. 9 Review the existing Lumbini Development trust Act. Heritage 4 Masters in tourism with around 9 Lead the design, development tourism 15 years experience in and marketing strategy for expert development of heritage community based tourism based tourism activity and strengthening of products/community based community based tourism tourism.. activities with consultation NTB, as part of the proposed plan as well as structure the institutional arrangements of LDT to address these products in the medium term; 9 In consultation with other experts, develop institutional and financial measures for sustainable management of LDT and possibly the other sites on a future date.

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National Consultants

Regional 4 Masters in development 9 Under the overall guidance of economist economics or urban and the Team leader,lead socio and regional planning with a basic economic surveys and planner degree in economics and 15 assessments required for years experience in preparation of the perspective development / urban plan for the region and the planning master plan for the LDT plan area. 9 Prepare an investment plan and a resource mobilization plan keeping in view the proposed plan 9 Carry out economic an financial analysis of the proposed investments Cultural 6 Masters in Architecture/ Work in collaboration with the heritage Archaeology or advanced international expert in terms of protection degree in conservation around 9 review all relevant reports and and 10 years of experience. studies on management of management Lumbini; expert 9 review the genesis and subsequent implementation of the Kenzo Tange master Plan for the site, its rationale and the factors constraining its implementation; 9 based on review and consultation outline the conditions under which Kentzo Tange’s plan can be implemented and the resource requirements and management measures and alternatively the best option to implement the basic principles of Tange’s design and the permissible levels of modifications 9 Support consultation with all stakeholders and such as LDT, UNESCO and other local experts on the complexity of site management issues and issues relating to conservation and managementof historic brick structures; 9 prepare a capacity building plan for staff of LDT including management and implementation of master plan for historical sites 9 Prepare a visitors flow organization plan. Heritage 4 Masters in Architecture, On advice from international heritage tourism Conservation, Archaeology tourism specialist: with around 15 years 9 lead the surveys and

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG expert experience in development of assessment heritage based tourism 9 participate in the design, products, preferably development and marketing community based tourism strategy for community based heritage tourism activity 9 define strengthening of community based tourism activities as part of the proposed plan as well 9 structure the institutional arrangements of LDT to address heritage tourism products in the medium term; 9 In consultation with other experts, develop institutional and financial measures for sustainable management of LDT and possibly the other sites on a future date. Environme 4 Masters in 9 In consultation with other Planning/Environment/Ecology experts, develop ntalist with 15 years experience in environmental measures for design and environment sustainable management of related projects. LDT and possibly the other sites on a future date. 9 Prepare an outline for Environmental action plan to address the increased numbers of visitors in Lumbini and its adjoining area.

Land use and 6 Masters in Civil Engineering 9 For the LDT administered infrastructu with 15 years experience in area, compile information on re planner planning and design of exiting land sues, lead al physical infrastructures physical surveys required for preparation of the land use; 9 Define the development controls for the area 9 Prepare the investment requirement for implementation of the Master Plan and indicative needs of associated historical sites; Sociologist 3 Masters in Sociology/ 9 Lead review of studies and Anthropology with around 15 discussions and map local years experience in and intangible cultural study of local cultures, heritage in the Lumbini region traditions and arts in Nepal, including the sites around preferably in the Terai. A good Lumbini. understanding of local 9 Document in consultation with traditions the pro poor tourism expert, develop a plan to promote intangible cultural assets and other tourism related products in the communities 9 Prepare a road map, capacity building plan and investments required to implement the plan Local 4 Masters in urban Planning/ 9 Review the existing managem Public Administration/ regulations governing LDT as

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG ent and Management and around 15 well as the local governments administration years experience. and role of associated state expert institutions in planning and management of Lumbini Development area; 9 Review the existing management arrangements within LDT and its relationship with the local administration; 9 In relation to the Master plan and the business plan, define the legal amendments and the institutional changes required to manage implementation of the plan 9 Prepare an outline HR policy for LDT 9 Define the rules to implement suggested rates for various service functions. Pro-poor 3 Masters in Social Sciences/ 9 in consultation with culture, Tourism Management, around 15 heritage protection and expert. years experience in management expert and community mobilization heritage tourism experts andcommunity based product o lead need based development focused on community - livelihood. centeredtourism and Design of livelihood and livelihood development community based tourism plan and related skill products, community capacity training requirements; building and good o demonstration Schemes understanding of micro for Heritage- Based finance issues. Livelihoods and o formulate an action plan to strengthen capacities of LDT in support for communities in transactions including link to Micro Finance and NGO’s

D. Reporting and Others

The consultants will submit

(i) an inception report within one month from the start of work ,finalizing the approach and presenting key performance indicators and targets, a detailed work plan, and implementation schedule for the TA;

(ii) a progress report every quarter (a total of four), summarizing the progress, problems, and challenges identified and actions taken or proposed to be taken to address them; major achievements to be noted and shared with LDT and the Government; and planned programs for the next quarter;

(iii) a draft final report 12 months from the start of the work, presenting all activities undertaken, results achieved, an assessment of achievements in comparison to original targets, a review of problems encountered during implementation and actions taken or' proposed to be taken to remedy these problems; and propose recommendations for future short- to medium-term programs, with clear presentation of actors, actions, time frame, performance indicators and targets;

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

and (iv) a final report 4 weeks after the final workshops and the receipt of comments on the draft final report from the Government and ADB, satisfying all requirements of the contract.

In preparing these reports, the consultants will closely work with the Ministry of Tourism and Civil aviation (the Executing Agency), and LDT (Implementing Agency). The consultants will assist the Government in organizing the workshops at the beginning and toward completion of the assignment. The overall framework and approach, objectives, and targets of the work will be shared at the first workshop by inviting relevant government agencies, UNESCO, Buddhist Religious Organisations DDC and VDC officials and LDT. Rapid needs assessment will be made for each participating DDC and VDC at the initial stage, based on which adjustments in consultants' inputs will be considered in consultation with ADB if found necessary. The final workshop will be held to disseminate good practices and lessons from the assignment.

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Appendix- H-4.2 a. Guidelines for Updating of Lumbini Development Master Plan

Development Elements to be Considered

Regional 1.Socio Economic 2.Cultural & 3.Historical 4.Touristic/Pilgrimage 5.Environmental Context Religious &Archaeological

Sacred Garden 1. Reconstruction of 1. Excavation & 1. Means of pedestrian 1. Preserve Natural setting Sacred place preservation circulation within the of Lumbini Garden 2. Preserved & through sacred garden excavated restoration & 2. Toilet and drinking water 2. Redefine the Lumbini World archaeological landscaping facilities Heritage Site boundaries and finding 2. Management of buffer, World Heritage Site in Lumbini. 3. Preserve the authenticity and integrity of the Sacred Garden.

New Lumbini 1. Cottage Industry 1. Museum, 1. Survey 1. Hotels 1.Use of renewable energy Village: Touristic 2. Gift Shops &Convention 2. Lodging facilities & Administration 3. Organizational & facilities 3. Internal communication 2.Conservation of energy in Administrative 2. Lodging places design and construction of

Development Area … Area Development centre and Facilities 3. Shops buildings Tourist/Pilgrim 4. Social Services 4. Meeting center for Facilities & Green (School, Bank, Post pilgrims (covered 3. Plantation along roads and Areas office, Cyber Café place) canals. ,police Centre, Medical Centre, 4.Proper management of solid Café & Restaurants,) waste 5. Visitor Information centre

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Monastic zone & 1. A forestation and bird 1 Memorial park 1. Survey 1. Landscaping 1.Use of renewable energy Forest Area sanctuary 2 Monasteries 2. Circulation 3 Green spaces 3. Toilet and drinking water 2. Regeneration of forest with 4 Ceremonial & facilities local plants and trees. services facilities 5 Pedestrian 3. Proper management of solid Walkways waste

Regional Context 1. Govt. Regional 4. The four sacred 1. Story of Buddha 1. International airport & 1.Use of renewable energy planning policy place of Buddhism 2. Conservation and domestic 2. Asian highway & 5. International development of the 2. pilgrimage network 2. Plantation along roads and other road network research institutional archaeological system canals. connected. for Buddhism sites in and around 3. Himalaya Mt & valley 3. Land use zoning 6. Traditional culture & Lumbini scenic route (Land use system) Environment 3. Records related to 4. Kathmandu, Pokhara, 4. International airport 7. Govt. policy in terms Buddha Kapilvastu, Nawalparasi, & domestic air line of religion 4. Govt. policy for Chitwan etc as touristic system 8. Symbolism relative excavation & destination places 5. Public transportation to Buddhism preservation 5. Demand of housing for system 5. History of world community. 6. Industrial Buddhism 6. Accommodation facilities development 6. Traditional life environment Region of 1. Infrastructure 1. International 1. Survey and 1. Scenic & religious route 1.Use of renewable energy Intermediate network (roads, research institution Management of 2. Public transportation influence water supply, for Buddhism historic sites in facilities for pilgrims & 2. Plantation along roads and drainage, irrigation 2. International Kapilvastu , visitors canals. systems) seminar village Rupendehi,& 3. Airport & Approach 2. Town & village …… 3. International touristic Nawal Parasi 3. Preservation of water bodies 3. Underlines for zoning & convention center districts. 4. Demarcation and Protection of Historic Sites.

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Restricted Area & 1. Pilot farms including 1. Institution for 1. Survey 1. Road from Lumbini to 1.Use of renewable energy Surroundings test plantations Buddhism studies 2. Excavations Kapilvastu and Nawal agricultural 2. Vegetable farming Parasi 2. Plantation along roads and 3. Fruits & food 2. Heliport areas(Buffer canals. production industry 3. Camping site for picnics Areas) 4. Housing 4. Preservation of 3.Preservation of water bodies development authentic Village 4. Proper management of solid waste

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Appendix-J.3.1 UNOFFICIAL TRANSLATION FROM NEPALI

Government of Nepal Ministry of Federal Affairs, Constitution Assembly, Parliamentary Affairs and Culture Department of Archaeology

Ref no. 2-vi-kha-124/066/67 Date: 2066/12/15 Dis.no. 1103/66

Subject: Asian Development Bank, Regional Technical Assistance (TA) 65-04. ”Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion” (Package T3-Nepal).

Nepalconsult (P)Ltd, Kupondel, Lalitpur

It is to acknowledge the receipt of the report on Archaeological Impact Assessment attached to your letter dated 24 December, 2010 on the above captioned subject. We do not have any comments on this at present. As Lumbini and Bhairahawa area is a potential archaeological sensitive area, it is to inform you that as per the decision on 2066/12/13 of this Department, the implementation of the project is approved with the following actions required to be taken while implementing the construction of Gautam Buddha Airport and Tourist Information Center in Lumbini. a. Implementation of the project through coordination with Lumbini Developmet Trust. b. Although, according to the Archaeological Impact Assessment, there is no indication of any archaeological sites within the construction sites of Gautam Buddha Airport, any such indication if observed, shall be reported immediately to the Department of Archaeology and regular follow-up shall be done during the construction period by the Archaeologist of the Department, c. As Lumbini Area is archaeologically more sensitive, regularly follow-up shall be done by the archaeologist of Department of Archaeology and Lumbini Development Trust, during the construction of Tourism Information Center.

c/c Lumbini Devemopment Trust, sgd. Lumbini, Rupandehi Suresh Surash Shrestha Archaeology Officer

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Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix -2 Persons met

ADB Mr. Binod Karmarcharya, ADB/NRM

MOFA, CA, PA and Culture Mr. Mod Raj Dotel, Secretary, Ministry of Federal Affairs, Constituent Assembly, Parliamentary Affairs and Culture.

CDO office Bhairahawa Mr.Tara Bahadur Karki, Local Development Officer, District Development Committee, Rupandehi Mr.Tara Bhusal, Administrative Officer, DDC, Rupandehi

CAAN Mr. Keshav Raj Khanal, Director General, CAAN Mr. Murari Bhandari, Manager, Project Director, PMIU, CAAN. Mr. Devananda Upadhyaya, Deputy Director, GBA Mr. Narayan Prasad Pokharel, Air Traffic controller, GBA Mr. Arjun Gurung, GBA Mr. Chhote Lal Tripathy, GBA Mr Narayan Prasad Pokharel, Manager, GBA, CAAN Mr Chandika Prasad Kafle, Accounts Officer,GBA, CAAN Mr Prem Chandra Lal Shrivastav, Sr Admin Officer,GBA, CAAN.

DoA Mr. Bishnu Raj Karki, Director General, Department of Archaeology, Kathmandu. Mr. Suresh Shrestha, Department of Archaeology, Kathmandu.

LDT Mr. Tirtha Narayan Shrestha, Vice Chairman, LDT Mr.“Acharya” Karmo Sangbo, Vice chairman, LDT Mr. Rajendra Thapa Magar , Member Secretary, Project Director, PMIU, LDT Mr. Bharat Kunwar, Project Manager, LDT Mr Tara Bahadur Karki, Archaeologist, LDT Mr Arjun Prasad Chaudhary, Accounts Officer, LDT Mr. Gyanendra Rai, Officer, LDT Mr Giri Raj Gautam, Revenue Accountant, LDT Mr Bhim Bahadur Basnet, Expenditure Accountant, LDT

MoTCA Mr. Nagendra Prasad Ghimire, Secretary MoTCA Mr. Murari Bahadur Karki, Joint Secretary, Project Coordinator, PCU, MoTCA Mr. Laxaman Bhattarai, Joint Secretary MoTCA Mr. Purushottam Poudel, Joint Secretary MoTCA Mr. Keshab Prasad Bimali, Under Secretary MoTCA Mr. Baburam Bhandari, Under Secretary MoTCA Mr. Surendra Prasad Sapkota, Under Secretary MoTCA

NTB Mr. Prachanda Man Shrestha, CEO, Nepal Tourism Board. Mr. Naresh Pokharel, Information Officer, NTB, Belahiya, Rupandehi

DoR Mr. Hari Raman Thapa, Senior Engineer, Division Road Office, Butwal

UNESCO Mr.Dr. Colin Kaiser, UNESCO Representative to Nepal, Kathmandu. Mr. Axel Plathe, UNESCO Representative to Nepal, Kathmandu.

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Mr. Kai Weise, Consultant UNESCO, Kathmandu. Mrs. Nipuna Shrestha, UNESCO, Kathmandu.

Khudabagar VDC Mrs. Dropati Tharu, Khudabagar, VDC Mr. Shesh Ram Yadav, Khudabagar, VDC Mr. Mahendra Prasad Chaudhari, Khudabagar VDC Mr. Krishna Kafle, Secretary, Khudabagar VDC

Madhubani VDC Mr. Ram Shumuv Gupta, Madhubani VDC Mr. Abdul Rafi Khan, Madhubani VDC Mrs. Jira Pal, Madhubani, VDC Mr. Mohamahad Yusuf Fakir, Madhubani, VDC Mr. Chulp Harijan, Madhubani VDC Ms. Shovabati Pal, Local Entrepreneur, Madhubani VDC Mr. Ram Nayan Paswan, Chairman, STDC, Madhubani VDC Mr. Nadabadeswor Chaudhari, Secretary, STDC, Madhubani VDC

Kapilvastu Mr. Chandrika Prasad Chaudhary, Local resident, Gotihawa, Kapilvastu Mr. Rajendra Prasad Chaudhari, Local resident, Gotihawa, Kapilvastu Mr. Ashok Prasad Chaudhari, Local resident, Gotihawa, Kapilvastu

Bhagwanpur VDC Mr. Pradip Kumar Shribastav, Bhagwanpur VDC Mr. LaxmanPrasad Murawa, Bhagwanpur VDC Mr. Harikesh Lodh, Bhagwanpur VDC Mr. Akshayabar Nath Pandey, Bhagwanpur VDC Ms. Mina Wari, Chairperson, Handicraft Production Center, Bhagwanpur VDC Mr. Shiva Shanker Kurmi, Secretary, Handicraft Production Center, Bhagwanpur VDC Ms. Sawari Patawa, Member, Handicraft Production Center, Bhagwanpur VDC Mr. Manjan Kurmi, Member, Handicraft Production Center, Bhagwanpur VDC Mr. Munna Tandi, Member, Handicraft Production Center, Bhagwanpur VDC Ms. Malti Chai, Member, Handicraft Production Center, Bhagwanpur VDC Ms. Bashati Chai, Member, Handicraft Production Center, Bhagwanpur VDC Ms. Nirmala Patawa, Member, Handicraft Production Center, Bhagwanpur VDC Mr. Akchawar Pandey, Manager, Mitra Saving and Credit Cooperatives, Bhagwanpur, VDC Mr. Udaya Bahadur Lal Shrivastav, Loan Assistant, Mitra Saving and Credit Cooperatives, Bhagwanpur, VDC

Ama VDC Mr. Prakash Gupta, Ama VDC Mr. Tung Nath Yadav, Secretary, Ama VDC Mr. Nanda Ram Yadav Ama VDC Mr. Dipak Prasad Lodh, Ama VDC Mr. Dilip Shrivastav, Local resident, Ama VDC Mr. Ugal Kishore Tripathi, Local resident, Ama VDC Mr. Anil Kumar, Local resident, Ama VDC Mr. Janardan Sukla, Head Master, Local resident, Ama VDC

Lumbini Adrsha VDC Ms. Janaki Shrivastav, Social Mobiliser, Community Learning Center, Lumbini Adarsha VDC Mr. Udaya Bahadur Lal Shrivastav, CO Member, Lumbini Adarsha VDC Mr. Sharudin Khan, Lumbini Adarsh, VDC Mr. Ram Chandra Singh, Lumbini Adarsha VDC Mr. Bijaya Kumar Chaudhari, Lumbini Adarsh VDC Mr. Om Bahadur Malla, Lumbini Adarsha VDC Mr. Birendra Mishra, Journalist. Lumbini Adarsha VDC

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- I Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Ms. Laxmi Mishra, CO Member and Social worker, Lumbini Adarsha VDC Ms. Shita Badhai, Lumbini Adarsha VDC Ms. Laxmi, Nepal, Lumbini Adarsha VDC

Ekla VDC Mr, Bindeshwor Yadav, Former Social Mobiliser of TRPAP, Ekla VDC Mr. Dev Narayan Gupta, Local resident, Ekla VDC Mr. Binda Ram Yadav, Ekla VDC Mr. Abdul Agig Shekh, Ekla VDC Mr. Dev Narayan Prasad Gupta, Ekla VDC Mr. Bechan Prasad Yadav, Paurakhi Agriculture Cooperatives, Ekla VDC Mr. Ram Milan Yadav, Local resident, Ekla VDC Mr. Dhani Lal Yadav, Local resident, Ekla VDC Mr. Bali am Yadav, Local resident, Ekla VDC Mr. Ran Brikcha Nai, Local resident, Ekla VDC Mr. Sashan Mumahhad, Local resident, Ekla VDC Mr. Mohamadh Idrist Phakir, Local resident, Ekla VDC Mr. Abdul Bahim, Local resident, Ekla VDC Mr. Indra Jit Yadav, Local resident, Ekla VDC Mr. Bhanu Harera Nai, Local resident, Ekla VDC Mr. Surendra Yadav, Local resident, Ekla VDC Mr. Madhav Prasad Gupta, Local resident, Ekla VDC Mr. Mohammad Yushup Fakir, Local resident, Ekla VDC Mr. Bam Bahadur Kurmi, Local resident, Ekla VDC

Tenuhawa VDC Mr. Maharaj Adhakari, Tenuhawa VDC Ms. Mamata Gupta, Secretary, STDC, Tenuhawa VDC Ms. Shangita Gurung, Member, STDC, Tenuhawa VDC Mr. Shiva Shanker Gupta, Local resident, STDC, Tenuhawa VDC Mr. Ram Bikas Yadav, Local resident, STDC, Tenuhawa VDC

Other Related Sector Mr. Sagar Adhikari, President, SATA Mr. Sanjya Bajimaya, Chief Executive, Nepa Travels & Tours Mr. Chandra Thapa, Managing Director, Anuska Travel & Tours Mr. Saroj Raj Dahal, Swami Narayan Travels Mr. Ram Chandra Thapaliya, Swami Narayan Trvels Mr. Sandeep Srivastava, Anjuli Tour & Travels Mr. Suraj Bhandari, Shubh Kalash Tours and Travels Mr. Hari Poudel, Shubh Kalash Tours and Travels Mr. S. B. Gupta, Gujrati Samaj SAARC Tour & Travels Mr. Rajesh Jaiswal, Proprietor, Muktinath crusher, Butwal Mr. Pashupati Pokharel, Manager, Muktinath Crusher, Butwal Mr. Bindu Kumar Chauhan, Journalist Mr. Birendra Mishra, Journalist, Radio Lumbini

Appendix -3

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TA 6504 – REG: IMPROVING CONNECTIVITY AND DESTINATION MANAGEMENT OF CULTURAL AND NATURAL RESOURCES IN THE SOUTH ASIA SUBREGION (PACKAGE T3 – NEPAL)

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May 2010 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

TABLE OF CONTENTS

Page No.

Part A 1

A.1. PROJECT OVERVIEW 1 A.1.1 Project description 1 A.1.2 Rationale 1 A.1.3 Impact and outcome 1 A.1.4 Fostering community participation 1 A.1.5 Executing and implementing arrangements 2 A.1.6 Analysis of key problems and opportunities 2 A.1.7 Implementing schedule of the project 3 A.1.8 Risk and Assumptions 3

Part B 5

B.1. Development objective 5 B.1.1 Background 5 B.1.2 Lumbini Development Trust 5 B.1.3 Community-based heritage tourism development strategies 5 B.1.4 Project operational strategies 9 B.1.5 Expected end situation 12

Part C 14

C.1. Project implementation 14 C.1.1 The operational modality of the project 14 C.1.2 Regulatory framework and other key actors 16 C.1.3 Objectives, outputs and activities 17 C.1.4 Potential common activities 28

APPENDICES 29

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

List of Abbreviations

ADB = Asian Development Bank CO = Community Organisation DFID = Department for International Development DDC = District Development Committee FG = Functional Group INGO = International Non-Governmental Organisation MOTCA = Ministry of Tourism and Civil Aviation MOF = Ministry of Finance NATHM = National Academy of Tourism and Hotel Management NGO = Non-Governmental Organisation NPC = National Planning Commission NTB = Nepal Tourism Board PIMU = Programme Implementation and Management Unit PSC = Programme Steering Committee SNV Nepal = Netherlands Development Agency STDC = Sustainable Tourism Development Committee STDF = Sustainable Tourism Development Fund STDS = Sustainable Tourism Development Section UNDP = United Nations Development Programme VDC = Village Development Committee LDT = Lumbini Development Trust TRPAP = Tourism for Rural Poverty Alleviation Programme VCF = Venture Capital Fund LDA = Lumbini Development Area LDT = Lumbini Development Trust

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

PART A

A.1 Project Overview

A.1.1 Project Description

1. This Project Improving Connectivity and Destination Management of Cultural and Natural resources in the South Asia Sub region has a wider vision to develop and improve tourism- related infrastructure in Nepal. It has focused on improving connectivity to and destination infrastructure and services in key nature and culture based tourism sites as expanding Gautam Buddha Airport at Bhairahawa and Lumbini the world cultural heritage site on high priority sub regional circuits.

2. Infrastructure interventions have included upgrading of Gautam Buddha airport, last mile road connectivity, environmental improvements of destinations, such as water supply, sanitation, and solid waste management, and visitor management infrastructure and services at Lumbini Master Plan areas. The physical interventions have also accompanied with a program of capacity building to develop the capacities of sector agencies for sustainable protection and management of natural and cultural heritage of tourism importance.

3. Moreover, the Project has tried to implement a program at the surrounding VDCs of the Lumbini Master Plan area to better engage local communities in tourism with a view to enhance the economic linkages between local populations and tourism, and increase benefits from tourism to the local communities.

A.1.2 Rationale

4. This Project has tried to address the infrastructure and management deficiencies and foster community participation in nature and culture-based tourism through supporting integrated development of local communities of LDA and its surrounding VDCs and other cultural heritage sites within Kapilbastu and Nawalparasi districts in high-potential circuits of subregional importance.

A.1.3 Impact and Outcome

5. The Project has intended to promote sustainable and inclusive growth through sustainable tourism development that will support to tap the economic potential of contiguous and complementary tourism assets of Nepal. The overall impact of the project has intended to reflect an increase in the contribution of tourism to the subregion’s economy and employment opportunities, including local livelihoods. The Project has overviewed major outcomes as (i) enhanced connectivity, (ii) better quality environment and visitor services, (iii) improved natural and cultural heritage and capacities for heritage management, and (iv) greater community engagement in heritage management and tourism benefits.

A.1.4 Fostering Community Participation,

6. This component aims to foster community engagement in heritage management and tourism, build the capacity of agencies involved in management of heritage and tourism infrastructure, and support effective and timely implementation of the Project.

7. The subcomponent also supports a demonstration scheme for heritage tourism livelihood generation including:

(i) social mobilization, (ii) skills development in heritage site management and tourism-related activities based on a value chain analysis, and (iii) linking communities to available microfinance services.

Nepalconsult (P) Ltd. 1 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG 8. Local and nongovernmental organizations (NGOs) and microfinance service providers experienced in similar schemes are envisaged to be involved as needed. The scheme builds on Nepal’s good practice “Tourism for Rural Poverty Alleviation” and emphasizes market linkages.

A.1.5 Executing and Implementing Arrangements

9. The Ministry of Tourism and Civil Aviation (MOTCA) is the executing agency in Nepal. A national project steering committee (NSC) has established to provide policy guidance and oversee project implementation. A Project Coordination Unit (PCU) has formed in the MOTCA to undertake overall monitoring and progress reporting of activities of the two independent project management and implementation units (PMIU) within Civil Aviation Authority of Nepal (CAAN) and the Lumbini Development Trust (LDT).

10. PMIU in Lumbini, headed by a Project Director with a team of administrative, financial, technical, cultural, and social/environmental staff will (i) monitor the Project and have overall responsibility for its implementation; (ii) appoint project management and detailed design and capacity development consultants; (iii) ensure land acquisition and other safeguards; (iv) approve surveys, investigations, engineering designs and bid documents; (v) review and endorse procurement of works and goods; (vi) oversee contract administration; (vii) organize awareness campaigns and participation programs; (viii) organize and operate the project performance monitoring system to be linked to PCU; (ix) prepare disbursement requests and forward them to ADB; (x) prepare and submit timely progress reports; (xi) review and facilitate the progress of Action Plan; and (xii) design and organize capacity building programs.

A.1.6 Analysis of Key Problems and Opportunities

(i) Inadequate Community Engagement

11. Lumbini the heritage site is located far from major originating market centers holds great potentiality for diversifying and spreading the tourism benefits in the country. However, the absence of optimum marketing and promotional activities and destination infrastructure has constrained the potential benefits from tourism to local communities. The potential benefits are further limited by inadequate mobilization of communities in tourism, lack of tourism- related skills among the local populations, and weak supply chain linkages between the local economy and the tourism.

12. There are immense opportunities to promote inclusive tourism and community tourism products in and around Lumbini sites, through infrastructure development and special efforts for mobilizing communities to engage in the tourism economy. A good practice of inclusive tourism such as the Tourism for Rural Poverty Alleviation Program (TRPAP) will be the best model to follow in these areas.

(ii) Limited Public and Private Partnerships

13. Private sector at present provides the hospitality services, including accommodation, retail, tour operations, etc. However, inadequate connectivity and destination infrastructure have created an unfavourable climate for further investment for tourism growth and tourism-related employment generation in the Lumbini areas.

14. So, to improve connectivity and destinations, planned and regulated public sector investments in key connectivity and environmental improvements and protection of these ecologically and culturally sensitive heritage sites are essential which needs to promote, (i) partnerships between the community, private, and the public sectors including LDT and NTB to enhance marketability of heritage village products, and (ii) private sector participation in management of the sites and assets in a regulated manner so as to enhance the efficiency and sustainable management of heritage sites and properties. The functional and innovative partnership model has to be developed.

Nepalconsult (P) Ltd. 2 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG A.1.7 Implementation Schedule of the Project

15. The proposed Project will be implemented over a period of 5 years (2010-2014). Capacity building and community awareness activities will take place at the early stages of the project implementation. The budget allocated by the project for Community Participation in Heritage management and Pro-poor Tourism for the entire project period will be as indicated in the table A.1 below.

Table A.1: ADB’s Contribution to Community Participation in Heritage Management and Pro- poor Tourism (US$)

Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL Part I- Awareness Rising Program 194,200.00 Training, workshop and 45% 55% 100% conferences 65542.50 80107.50 145,650.00 Consulting services, 15% 22.5% 22.5% 22.5% 17.5% 100% 7282.50 10923.75 10923.75 10923.75 8496.25 48,550.00 Part II- Demonstration Schemes for Heritage- Based Tourism Livelihood Generation 353,000.00 Demonstration schemes 15% 22.5% 22.5% 22.5% 17.5% 100% for livelihood 52,950.00. 79,425.00 79,425.00 79,425.00 61,775.00 353,000.00 Tourism Promotion 25% 25% 25% 15% 10% 100% Activities 25,000.00 25,000.00 25,000.00 15,000.00 10,000.00 100,000.00

A.1.8 Risks and Assumptions

16. The way tourism activities are increasing together with the number of visitors in Lumbini, there is a high chance of making more profit with potential risk to be taken over of this industry (the overall tourism activities) by the outsiders if it is not carefully taken care of. This can be seen in Nepal at many places except in ACAP and Upper Khumbu region, where the outsiders are not easily accepted to run tourism businesses. In many potential areas, the outsiders, first they buy land and build their lodge or hotel, and start earning income without sharing much benefit to the original inhabitants. So, to avoid the interference from the outsiders, in this project, outsider influence shall be monitored closely. Furthermore, activities shall be geared to the needs of the original inhabitants (especially the poor).

17. Like in many projects, the focus on poorer groups in the communities runs a risk that the targeted people may not be actually reached. In all aspects of the Project the focus on the target groups should remain sharp. Careful monitoring and selection of appropriate activities will address this risk.

18. Lack of elected local leadership in the local governmental institutions, and persisting unofficial village leadership structures, might create a risk for the planning and implementation of activities in the Project, because the Project activities demands the involvement of these local institutions. The above risks can be mitigated if a participatory and consultative approach to decision-making is adopted. Ownership over the development process is crucial. Poorer segments of the community should feel this ownership, as well. Awareness with poorer people through social mobilisation and involvement in FGs, and awareness with the STDCs can enlarge this feeling of ownership with all people involved.

19. Sometimes, during the Project implementation stage, because of the present volatile political situation, the Project might be exposed to the influences of social unrest. However, there are currently no threats to tourists, negative publicity could undermine growth in the sector. The

Nepalconsult (P) Ltd. 3 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG risk is mitigated by communicating the Project objectives to maximise the socio-economic benefits to local communities (increased local incomes, employment opportunities, etc.), and by ensuring transparency and accountability especially at the local level.

20. The Project addresses these risks through various measures.

(i) The Project will make sure that tourism will not bypass the local communities. (ii) An awareness raising program will be conducted at the outset of the Project on tourism benefits and the linkage between sustainable heritage management and tourism growth. (iii) The Project will support capacity building and skill development of communities as well as pilot schemes for promoting heritage-based tourism livelihood generation. (iv) Services of NGOs and other development partners with experience in such programs will be sought to ensure the engagement of communities in tourism and heritage management.

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PART B

B.1 Development Objective

B.1.1 Background

21. Nepal is known in the international arena as a prime destination for tourists due to its natural beauty, unique culture and cultural heritage and innumerable special tourist destinations. Lumbini, the birthplace of Lord Buddha, is one of the major tourist attractions of Nepal. As such, Government of Nepal (GON) is keen to develop it as an outstanding tourist destination. Moreover, Nepal aims to develop the “Footsteps of the Lord Buddha Circuit” by focusing interventions on Lumbini. The importance of Lumbini sticks from the Sacred Gardens, a world heritage site, that include the birth place of Buddha and related archaeological remains and structures.

22. Though, Nepal Tourism Board (NTB), TRPAP, and Lumbini Development Trust (LDT) had worked for tourism development in Lumbini, however, after the phase-out of TRPAP in June 2007, non of other two institutions are seen heavily involved in tourism development in Lumbini and its surroundings.

B.1.2 Lumbini Development Trust

23. The LDT is an autonomous, non-governmental and non-profit making organization established under the Lumbini Development Trust Act 2042 (1985) for the purposes of restoring the Lumbini Garden under the master plan. In 1970, GON established Lumbini Development Committee. In 1985, Lumbini Development Committee ACT was reconstituted as Lumbini Development Trust Act. GON reconstituted the LDT under the Chairmanship of Minister of Culture on July 6, 1998.

24. In 1970, a 13 Nations International Committee for the development of Lumbini was formed in New York under the Chairmanship of the permanent representative of the Kingdom of Nepal to the United Nations. These 13 nations were: Afghanistan, Myanmar, Cambodia, Indonesia, India, Japan, Laos, Malaysia, Nepal, Pakistan, Singapore, Sri Lanka and Thailand and later formed an advisory panel to the world-renowned Japanese architect, Professor Kenzo Tange, in his preparation of the master plan for Lumbini’s development. In addition Bangladesh, Bhutan and Republic of Korea later joined the efforts. In 1997, UNESCO enlisted Mayadevi Temple in Lumbini as one of the World Heritage Sites. In 1998, the World Buddhist Summit was convened for the first time in Lumbini, which declared Lumbini as the Fountain of World Peace and the Holiest Pilgrimage Shrine for all the Buddhists and peace loving people of the world. Likewise, the second World Buddhist Summit was held in Lumbini in 2004 declaring the Sacred Garden of Lumbini as a Five Precept Zone.

B.1.3 Community-based heritage tourism development strategies

25. Community-based heritage tourism programme is designed to bring together three major concerns of Government of Nepal – poverty alleviation, conservation of cultural and natural heritage sites, and tourism development, which ultimately being utilised as a vehicle to reduce poverty. The linkage between the three areas (i.e. poverty alleviation, conservation of heritage sites and rural-based tourism development) is well spelled out in new tourism policy documents (2065 / 2008), or in the legislation supporting the NTB. Improving connectivity and destination management of cultural and natural resources has, as one of its primary objectives, fostering community engagement in heritage management and tourism.

Nepalconsult (P) Ltd. 5 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

(i) Empowerment and Social Mobilisation

26. Strategically, the Programme will be positioned to build upon the developmental achievements of the UNDP’s Tourism for Rural Poverty Alleviation Programme (TRPAP). In addition, LDT will work closely with other relevant I/NGOs working in different areas such as financial sector, local handicraft production, agriculture sectors such as fisheries, horticulture, poultry, diary husbandry, fruit productions etc. Reform especially with respect to credit for small enterprises, providing local products and services, and facilities and improved infrastructure will further complement the tourism development activities. In terms of Government partners, the MOTCA, and the NTB are relevant; the roles of these institutions and their linkages with this project are discussed later in this document.

27. In one sense, this linking of poverty alleviation and decentralisation with tourism development is not a new strategy for Lumbini area- the efforts of TRPAP has utilised tourism development in this way, some more directly than others.

28. Social empowerment of rural communities at Lumbini area and the other nine Buddhist heritage sites to manage their own tourism development and heritage conservation is one of the key components. Following a self-assessment model practiced by TRPAP in different rural communities (six districts including Rupandehi) is proposed as part of the social mobilisation process, with tourism utilised as a vehicle to help alleviate poverty and allow local communities to contribute to and share in the development of their areas.

29. A major objective of this agenda is to assist in the empowerment of rural communities by putting consultative mechanisms in place, which would allow them to participate actively in and assert a degree of control over the decision-making process. The Appreciate Participatory Planning and Action (APPA) framework is designed to ensure that top-down decision-making by external authorities is replaced with bottom-up consideration of the development process and a community’s involvement in tourism opportunities by those directly affected.

30. The APPA exercise will assist rural communities to have ownership of a database from which to reach an informed decision about tourism in the context of decision-making for change, implementation of those planned changes, and subsequent management of the resources – or alternatively rejection of change if they do not wish to become involved in tourism. The crucial element in the process is that a community will have assessed itself by self monitoring tool known as Development Wheel (Figure B.1.3.1), each of the fourteen continua is described in Appendix B.1.3.1).

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Figure B.1.3.1: Development Wheel

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(ii) Value chain – involving the private sector at different levels

31. In Nepal, where two-thirds of the populations earn less than 2 dollars a day, enhancing the value chains of tourism products and services as a means to address poverty mitigation has been entrenched as a viable option for governmental and development organisations. Fittingly, huge sums of investment are being poured into different sector including tourism in Nepal. However, lack of coordination and common vision among stakeholders engaged in these sectors tend to adopt piece meal approaches rather than a holistic perspective in determining opportunities, constraints and interventions of selected chains.

32. A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds much of the value to the end product, since a rough diamond is significantly less valuable than a cut diamond.

33. The value-chain concept has been extended beyond individual firms. It can apply to whole supply chains and distribution networks. The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Michael Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on).

34. Value chain analysis has also been employed in the development sector as a means of identifying poverty reduction strategies by upgrading along the value chain. Although commonly associated with export-oriented trade, development practitioners have begun to highlight the importance of developing national and intra-regional chains in addition to international ones. In his 1985 book Competitive Advantage, Michael Porter introduced a generic value chain model that comprises a sequence of activities found to be common to a wide range of firms (Appendix B.1.3.2). The value chain categorizes the generic value adding activities of an organization. The "primary activities" include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, technology (R&D), and procurement (Figure B.1.3.2).

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Figure: B.1.3.2: The Value Chain: Source: Porter (1985)

35. Tourism development is also an important economic sector in which consumers (the tourists) visit the tourism product (the tourist destination), whereas in most other market segments the products are physically carried to the consumers. Moreover, tourism development involves many stakeholders providing different products, services and facilities.

36. This means that in developing tourism as an equitable and significant economic activity, co- ordination and co-operation at different levels, and between these levels, is extremely important. In the case of rural-based tourism, the key to success is to fully exploit the multiplier effect and to capitalise on the development of forward and backward linkages. Only in this way can benefits to the local community be maximised.

37. Joining forces at the community, LDT will increase the opportunities for FGs to become leading partners in community-based heritage tourism development. Stakeholders, especially the private sector at the district and central levels, take community groups more seriously when they are well organised. For this reason, STDCs developed by TRPAP further needs strengthen linkages between FGs and the private sector. Through the STDCs, agreements will be encouraged to ensure more local products and services are purchased by the private sector.

38. Backward linkages are strengthened through continuing (initiated earlier by TRPAP) the social mobilisation process mentioned above (including local level business-planning and skill development training). Forward linkages are strengthened through: supporting STDCs; developing and conducting marketing activities for the district and central-level private sector; and supporting the NTB in promotion and marketing. In addition, forward linkages will be enhanced by the NTB’s role to market and promote the sites in the originating markets.

B.1.4 Project Operational Strategies

39. The Project will commence within seven surround VDCs of the Lumbini Master Plan area namely Madhuwani, Lumbini Adarsha, Khuda Bagar, Ama, Ekala, Bhagwapur, and Tenuhawa of Rupandehi district. Other nine cultural heritage sites (seven at Kapilbastu and two at Nawalparasi district) also need further linkages with the Project activities.

Nepalconsult (P) Ltd. 9 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG 40. It will be necessary to proceed with the implementation of the Programme by PMIU at LDT within five years period as different project phase and operational activities as set out in Figure B.1.3.3 below.

41. With reference to implementation at the local level there will be a series of steps common to all VDCs. Mainly these are:

i. a participatory base line study to obtain data against which progress in implementing the project and achieving the goal of poverty alleviation may be measured;

ii. self-assessment of community potential through ‘Development Wheel’ (every year, also for self-monitoring);

iii. social mobilisation by utilising the approach of TRPAP, also including:

• heritage tourism awareness on possibilities and constraints (economical, ecological, cultural) • awareness on the environment and STDCs; and • tourism and gender relations

iv. activation of STDCs formed during the TRPAP programme period and continuation of support to FGs;

v. further training to the FGs in direct or indirect tourism related and micro enterprise development activities.

vi. developing a strategy and tourism plan for each settlement through participatory workshops run by the project with the STDC and the FGs;

vii. integrating tourism plans with heritage conservation policies and plans;

viii. integrating STDC plans with the district tourism plan; and

ix. providing vocational training courses, specific to the needs of each community and the desired and required skills of its members.

Nepalconsult (P) Ltd. 10 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Figure B.1.3.3: Project Phase and Operational Activities

Proj ect Phase Operational Activities

Nepalconsult (P) Ltd. 11 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG B.1.5 Expected End Situation

42. When the project reaches its end, it is expected that it will have made a significant contribution to foster the local community participation in heritage conservation and sustainable tourism development, and also to the livelihoods through economic benefits to local people. It will have:

I. undertaken a series of heritage conservation and tourism development activities in seven different VDCs in and around Lumbini and other heritage sites at Kapilbastu, Devdaha and Ramgram;

II. resulted in micro-enterprises at each VDCs, which in turn will have:

a. Involved the focus groups (lower income households, disadvantaged groups, women, ethnic minorities) in tourism activities/ventures/services; b. Raised income levels and standards of living of the participating communities in general and of the poorer households in particular; c. Ensured empowerment of local communities and households involved in the heritage conservation and the tourism programme, (especially through the process of social mobilisation), thus reinforcing the sustainability of the ventures initiated; d. Heightened awareness about backward and forward linkages necessary to sustain rural-based tourism development; and e. Achieved actual linkages which will have been constructed between local sources of supplies and services (backward linkages) and central marketing and selling agencies (forward linkages).

III. Restructured participatory development units (Functional Group – FGs and Sustainable Tourism Development Committee - STDCs developed during TRPAP program period) in each of the communities to sustain projected-assisted activities;

IV. Established functional collaborative linkages between the STDCs and the LDT, DDC, NTB, NGOs, the private sector, other community organisations and line agencies. In addition, the STDC will also have established functional collaborative linkages with private sector organisations and the NTB to promote and market local products and services;

V. Undertaken human resource development activities – a wide range of training will be carried out, and increased numbers of villagers will have found remunerative employment in the tourism industry or its support services. Even if those community members who have undertaken training and skills oriented workshops for tourism are not employed directly in tourism ventures or tourism related activities, their new level of training/education will enable to find employment in other directions/sectors, and thus contribute also to poverty alleviation;

VI. Delivered training to local people in micro-enterprise development. A large number of trainees will be capable of managing their own small businesses (formal and non formal), thus generating additional income by selling their product to the tourists (pilgrims), the lodge owners and tour operators. This will help to improve their living conditions and ultimately alleviate poverty;

VII. Addressed strategic gender interests through gender orientations and training, which in turn will have resulted in a reduction of gender gaps in education and health, and lower incidences of violence and trafficking;

VIII. Demonstrated evidence of improved conservation practices (including natural and cultural heritage sites) by local communities participating in the heritage conservation and management activities;

IX. Increased the level of knowledge of tourism and heritage conservation benefits;

Nepalconsult (P) Ltd. 12 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG X. Enabled communities to develop codes of conduct, enhanced the quality and fixed appropriate prices for their services;

XI. Tourism marketing and promotion program prepared and implemented;

XII. Established partnerships between communities, LDT and the tourism industry

XIII. Community participation fostered through:-

a. Community awareness raising programs conducted on (i) the value of natural and cultural heritage and the role of the community in management of heritage sites and (ii) potential benefits from heritage –based tourism to the local economy, b. Stronger links between tourism and local economies established. c. Pilot schemes for tourism-based livelihood generation involving social mobilization and micro finance services implemented d. Tourism-related skill development activities in heritage management and hospitality- related skills among the communities implemented e. Partnerships between communities, private sector and public sector for enhanced site management and viable community tourism product development established.

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PART C

C.1 Project Implementation

C.1.1 The Operational Modality of the Project

43. The Project being a community-based heritage tourism project in which tourism is used as a vehicle to reduce poverty and improve the quality of life of local people of the surrounding VDCs of the Lumbini Development areas. In order to operate and sustain the community- based heritage tourism activities, grassroots level STDCs established by TRPAP will be activated and will be further trained to improve their capacity so that they will be able to manage overall heritage conservation and tourism development activities efficiently and derive economic benefits from tourism. As discussed earlier, the project will have developed strong backward and forward linkages at different levels. Thus, the operational modalities will be as follows:

At Local-level:

44. Through the process of social mobilisation, awareness among the local level communities about the importance of heritage conservation for sustainable tourism development will be raised. The TRPAP modality and other best practices will be taken on board for social mobilisation as and when necessary. Micro-enterprise training (e.g. handicrafts, poultry farming, vegetable gardening, etc) will be provided so that those who are not directly involved in the tourism industry can also make some extra income. In order to make sure that the community derives maximum benefit from tourism, various FGs formed during the TRPAP programme period will be activated or reformed. These FGs could be, for example, a poultry committee, vegetable farmers committee, handicrafts manufacturers committee, and so forth.

45. It is also equally important to coordinate with the various activities that are taking place within the project areas. Some of the activities, for example, could be: improvements of sanitation and hygiene, footpath repairs, improved water supply, home stay management training, and local guides training. In this regard where relevant, the project will collaborate with the MLD/DDC to help implement these priority activities. To co-ordinate all these activities a grassroots STDCs in all VDCs will be made more effective and efficient. To ensure proper integration of rural tourism and heritage conservation objectives, the LDT will work closely with the local community.

At District-level:

46. To avoid duplication and to have better co-ordination the LDT will establish linkages with COs, FGs, STDCs and other NGOs working in these VDCs. In addition to the above, the LDT will also provide technical support to a unit at District Development Committee at Bhairahawa (for example Sustainable Tourism Development Section – STDS) responsible for tourism and heritage conservation and, where necessary, will act in close co-operation with the Kapilbastu and Nawalparasi DDCs. At the close of the project, to further build upon its achievements, there will be an opportunity for the DDC to continue such activities.

At Central-level:

47. At the centre, there will be a close coordination with the Ministry of Tourism and Civil Aviation (MoTCA), Ministry of Culture and Ministry of Local Development (MLD) for policy level integration and with the NTB for marketing and promotion of the Lumbini and other nine heritage sites. NTB with close contacts with the central based Tourism Entrepreneurs, especially with the Tour Operators will coordinate for marketing and promotion of the products and services.

48. To expedite the overall promotional and marketing activities, NTB in close coordination with the LDT will also coordinate with media Journalists for product and area familiarisation visits.

Through these mechanisms, it is expected that linkages will have developed from the local community level to the national level. The following diagram shows the operational modalities of the Programme (Figure C.1.1).

Nepalconsult (P) Ltd. 14 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Figure C.1.1: OPERATIONAL MODALITY

CO CO Local STDC FG FG STD Level

Private sector LDT / NGO District Entrepreneurs, DDC / STDS Tour Operators Level

Central Private sector GON NTB Entrepreneurs, (For Policy development (For Marketing and Tour Operators MOTCA/MPARC/MLD) Promotion) Level

Nepalconsult (P) Ltd. 15 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG C.1.2 Regulatory framework and other key actors

49. Tourism is a complex, dynamic and multi-dimensional industry which requires the participation and support of various stakeholders – government (central, district and local levels), the private sector, I/NGOs, participating communities and the tourists themselves. The co-ordination of these stakeholders is vitally important to the sustenance of sustainable tourism development.

50. It will be necessary for the LDT to develop a close working relationship with three key governmental institutions and one independent that will be involved in project implementation – MOTCA, MPARC (Ministry of Parliamentary Affairs, Reconstruction and Culture), MLD and the NTB. The LDT will need to play a major co-ordinating role as the responsibilities of the key partners will be demarcated according to their areas of expertise. Thus, in general terms, MOTCA will be responsible for national tourism policy needs. MLD will assist through the DDCs and concerned VDCs in terms of social mobilisation and local, district and central linkages. NTB will assist with promotion and marketing and, over time, build its capacity to take over rural-based product development. It will be the responsibility of the LDT to identify specific communities with which to work and, with community assistance, to develop FGs and STDCs.

Ministry of Tourism and Civil Aviation

51. MOTCA is expected to play a key role in inter-agency co-ordination among various ministries and organisations of the Government. The overall management of the project will be undertaken by the Programme Coordinating Unit (PCU) within MOTCA.

52. It is anticipated that PCU within MOTCA will play a major role in providing guidance for the implementation of community-based heritage tourism activities ‘on the ground’. The responsibilities at the grassroots level will rest with the MLD/DDC, PMIU/LDT, the NTB and the private sectors, working in conjunction with STDCs and FGs at the village level.

The Ministry of Local Development

53. In line with the DDC Act and the Local Self Governance Act the social mobilisation approach of the TRPAP provides the entry point for the project. The Venture Capital Fund (VCF) created by TRPAP within DDC as “Seed Grant Funds” to run the micro-enterprises by the FGs concept would be an alternative implementation arrangement for local development programmes. Further, the MLD resources are also used to strengthen the organisational and managerial structures of the DDCs. The long-term sustainable exploitation of the economic potential of rural-based tourism requires proper management and planning of natural and social resources. It is envisaged that the PMIU will provide logistic support for the project’s interventions at the village level. The potential synergy of the project lies in the assumption that all actors in poverty reduction and community-based heritage tourism development will benefit from a strengthened institutional environment where more effective tourism products and services are provided to an increasingly visitors number in the Lumbini area.

Nepal Tourism Board

54. NTB as a successor to the TRPAP, this project envisage the cooperation in developing a coherent marketing strategy to promote Lumbini as part of the Footsteps of Lord Buddha sub circuit and tourism destination.

55. International experience has provided clear evidence of the need to link rural-based tourism products into national and international marketing. Without such forward linkages, the rural tourism product remains invisible. Local entrepreneurs generally lack the knowledge and understanding of market forces and marketing, and do not have the resources or capabilities to market their product.

56. As a major part of its responsibility, for diversifying Nepal’s tourism product and assisting with the development of rural tourism, local communities through the LDT also requires an expert

Nepalconsult (P) Ltd. 16 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG in rural-based tourism. This is necessary to provide the LDT with support from NTB in policy analysis, evaluation and research for rural community based heritage tourism development. It is also envisaged that at the end of the project the NTB, working in partnership with the LDT, DDC and the MOTCA, will assume responsibility for its continued promotion and marketing.

Sustainable Tourism Development Committees (STDCs)

57. The STDCs developed by TRPAP program period are operating upon a functional area rather than political boundaries. However, in the case of a Lumbini surrounding areas, the coverage of an STDC include a VDC. The STDC is composed of local stakeholders, including those involved in the supply of formal and non-formal tourist goods and services (e.g. vegetable and poultry farmers, local guides, tour agents, craft producers) and those involved in the dissemination of information vital to sustenance of tourism activity (e.g. women’s groups, disadvantaged sections of the community, intellectuals). However, for the purposes of ensuring efficiency, it has proposed that the size of the STDC is limited to 15 persons. In order to coordinate activities within the VDC, it has provisioned that the VDC Chairperson or Ward Chairperson will be an ex-officio member of the STDC. TRPAP has set clear guidelines for the membership of the STDCs and the VCF.

Others

58. In addition, there are many government Ministries, Departments, NGOs and INGOs which are involved in various activities relating to community-based tourism, heritage conservation and development, environment protection, alternative energy technologies, and with which the project will foster close working relationships. Most of these have been mentioned in the preceding sections. Such co-ordination will have a synergetic impact on community-based tourism development, natural and cultural heritage conservation and poverty reduction, maximising economic benefits and reducing duplication and misuse of resources.

C.1.3 Objectives, outputs and activities

59. The Government of Nepal, through its announced policies, strategies and objectives as set out in the Interim Plan (2007 – 2010), Tourism Policy 2065 and Tourism Vision 2020, emphasises the alleviation of poverty to ensure that all sectors of the population benefit from national economic and social development initiatives. In line with the stated objectives, the project has intended to assist LDT in coordination with Nepal Tourism Board in designing and implementing preparatory community mapping, awareness raising, social mobilization and other relevant preparatory activities for the "Fostering Community Participation Component". Hence, the Community-based heritage tourism objectives, output and activities as described below are fully in accord with the aims of the Interim Plan, new tourism policy and tourism vision 2020, and indeed has become a significant vehicle to contribute to the poverty alleviation objective of the government through greater community engagement in heritage management and tourism benefits.

60. The broader objectives of Fostering Community Participation in Heritage Management and Tourism is to contribute to the inclusive and sustainable development of tourism through conserving cultural and natural resources and promoting responsible and pro-poor community based tourism in the Lumbini and its surrounding areas.

61. Broadly the Community Participation in Heritage Management and Tourism development process has categorized into two broad areas such as to:

a) gain the support and contribution of the communities to the sites protection and management of Lumbini as a World Heritage Site, and

b) enhance the capacity of local communities surrounding Lumbini, especially the poor, to maximize the benefits they derive from the proposed tourism development.

62. To attain activities within theses broader areas, the project will be implemented in two distinct phases:

Nepalconsult (P) Ltd. 17 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Phase (i) - an awareness raising program for 2 years, and

Phase (ii) - demonstration schemes for heritage-based tourism livelihood generation in the surrounding communities continuing for 5 (over the project period) years

63. Under Phase One, the LDT with support of NTB will develop an information, education, and communication (IEC) program to create awareness among the local communities on (i) the importance of Lumbini and the roles and obligations of the local communities in its sustainable management and protection as a World Heritage Site, and (ii) the linkage between developing Lumbini as part of the Footsteps of Lord Buddha sub circuit under the Project and pro-poor tourism development, specifically the associated potential benefits to the local economy. Activities will underscore the new markets and livelihood opportunities the poor will be able to access to offer their goods and services. IEC materials developed by NTB with the Nepal Academy of Tourism and Hotel Management (NATHM) under TRPAP will be reviewed and customized, if applicable, to the Project. LDT will coordinate with NTB and other local authorities involved.

64. Similarly, phase two will be implemented based on lessons learned from TRPAP and will emphasize targeted skills development, microfinance, and the promotion of business linkages between the poor―oftentimes the provider of the services or tourism products to be sold―and their markets, direct or indirect. The Phase will also include developing skills which lead to conservation of tangible and intangible heritage, for example, through expanding traditional artisan skills. The desired impacts on the local communities, particularly the poor, are increased daily average income, improved entrepreneurial skills and tourism products knowledge, and increased business transactions between local producers and service providers, bigger-scale tourism products and services providers, and conservation of tangible and intangible heritage.

65. In this phase, demonstration schemes to be implemented by NGOs with the ToR as indicated in Appendix C.1.3.1, selected in accordance with ADB’s relevant procurement guidelines and procedures, will link the application of targeted skills development, microfinance principles, and effective marketing linkages to sustainable heritage based tourism livelihood generation. Eligible NGOs will be selected following the criteria set as indicated in Appendix C.1.3.2. Over the process, NGOs will refer the guidelines, manuals and resource documents prepared by TRPAP (Appendix C.1.3.3 to C.1.3.14) together with other programs where applicable.

66. To gain the support and contribution of the communities to the sites protection and management of Lumbini as a World Heritage Site, following interrelated objectives are set to:

(i) conserve, maintain and enhance all cultural heritage sites in Lumbini and its surrounding areas (ii) establish Lumbini development area and other cultural heritage sites within surrounding areas as potential tourism destinations with the help of Nepal Tourism Board marketing and promotional efforts (iii) strengthen capacity of local communities and institutions to develop, promote and manage the tourism activities (iv) develop and manage infrastructures in line with the physical development plan to support the overall tourism development process

67. The attainment of these objectives would ultimately result an integration of local economic, socio-cultural, and environmental development through the process of tourism development and hence to poverty reduction in all surrounding VDCs in particular.

68. Likewise, to enhance the capacity of local communities to maximize the benefits they derive from the proposed tourism development the following objectives are set to:

Nepalconsult (P) Ltd. 18 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG (v) gdevelop conditions for responsible, pro-poor, sustainable community based tourism while conserving the natural, cultural, historical and archaeological heritages

(vi) improve the quality of life of local communities and contribute to the reduction of poverty

69. Based on the past experiences and in the present changed context with further management challenges and opportunities, to achieve the above objectives set under the broader two areas, the LDT needs to pursue the following outputs and activities for the management and development of community – based heritage tourism in Lumbini and its surrounding areas (Appendix C.1.3.15).

Objective 1. To conserve, maintain and enhance all cultural heritage sites in Lumbini and its surrounding areas

70. The key outputs and activities under this include

Output 1.1: Awareness programs related to heritage conservation and tourism development issues organized to educate the surrounding communities

71. Activities include

1. Ensure heritage conservation education among the local communities highlighting the importance of Lumbini and the roles and obligations of the local communities in its sustainable management and protection as a World Heritage Site through TEAP. 2. Train local people to improve the existing living environment and provide waste management training for hygiene and sanitation. 3. Explore the possibility of introducing tourism curriculum in schools as optional subject, particularly at secondary level classes (class 9 and 10) and higher secondary (11 and 12) 4. Develop mind-set of local entrepreneurs and communities to treat both domestic and third country tourists equally. This can be done by imparting TEAP right from school level. 5. Promote the use of alternative energy (solar energy, bio-gas) to safeguard the environment and to enhance the livelihood of locals. 6. Organize training to district line agencies, local government officials, local communities and LDT management staff with a view to sensitize them about polices, programmes, roles and responsibilities, legal provisions related to tourism, conservation and protected area management.

Output 1.2: Cultural, historical and archaeological heritage sites conserved

72. Activities include

1. Coordinate with the concerned line agencies, NGOs/INGOs to obtain support for maintenance and renovation of all cultural heritage sites.

Output 1.3: Tourism products and services along the lines of expanding tourism activities in surrounding cultural heritage sites diversified

73. Activities include

1. Carry out tourism activity based research and survey to explore new tourism products, and in this regard, also coordinate with Kapilvastu and Nawalparasi districts. Such activities will include - nature tourism, pilgrimage tourism, cultural tourism (spiritual, pilgrimage), rural/village tourism, research based tourism (culture, history, archaeology, biodiversity), water based tourism activities (rafting, kayaking), sports tourism (biking, horse/ buffalo cart riding).

Nepalconsult (P) Ltd. 19 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG 2. Conduct market research with focus on tourist’s perception, demand, and standards. Such research works will be carried out at local as well as at central level. 3. Diversify tourism products and activities in the Lumbini area. a. As Lumbini is popular for its cultural values, diversify /augment tourism product and activities along the Lumbini area as indicated in (b). b. Develop stoppage and side trip/package at the major cultural sites (at Kapilbastu and Nawalparasi Districts) with better infrastructure, information/interpretation and accommodation facilities (tea shops, home stay). 4. Adopt strong mechanism on waste management inside the Lumbini Development Area as well as in all other heritage sites.

Output 1.4: Institutional support to local cultural groups, Cos, FGs, STDCs and other sub-committees provided

74. Activities include

1. Develop strengthen and capacitate local cultural groups and motivate them to perform cultural programs at local level. 2. Provide financial assistance and hardware support if needed to all these institutions in the beginning with set criteria such as number and position of women, dalits and ethnic groups in the committees and sub-committees, their regularity for conducting meetings, external annual audit, number of projects/activities undertaken by sharing resources with other organizations and institutions. 3. Facilitate to organize regular (at least once in a month) meetings of these local level institutions to share information among all members to become more transparent and to make them able to strengthen their capacity to run activities in more participative manner.

Objective 2. To establish Lumbini development area and other cultural heritage sites within surrounding areas as potential tourism destinations with marketing and promotional efforts of the Nepal Tourism Board

75. The key outputs and activities under this include

Output 2.1: Cultural traditions, festivals, lifestyles conserved and promoted

76. Activities include

1. Identify and document cultural (intangible) heritage such as festivals, life styles, language, music, dance, arts etc. 2. Prepare a separate calendar of events and festivals including that of all three districts (Rupandehi, Kapilvastu and Nawalparasi) for tourism promotion and disseminate it to NTB, for wider dissemination and commoditization. 3. Aware local communities to promote traditional systems and practices to maintain and safeguard all cultural practices and heritage sites for tourism development. If possible, encourage locals to form separate local level management committee for each site. Share such information with other districts as well. 4. Record and visualize all kinds of festivals, songs, and events for future use. Music and visuals made on traditional dances and festivals can be sold as souvenir items to the visitors and also can be used as promotional tool. This will be done jointly with the local communities, DDCs, private sectors, CCIs and NTB.

Output 2.2: Tourism-related information, interpretation and awareness improved

77. Activities include

1. Coordinate with the private sectors to design different packages for domestic and third country tourists and pilgrims with adequate information including tourism

Nepalconsult (P) Ltd. 20 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG products, transport and accommodation facilities, time lag (duration), seasonality, including possible inconvenience and practical measures. 2. In coordination with NTB, communicate and disseminate information to the target markets, tour operators, NATTA, NATO, SATA to ensure them that Lumbini is a potential tourism destination with additional popular pilgrimage sites, sports activities, and a best place for splendid meditation center. 3. Place tourist information boards/signage at appropriate locations in all districts, highlighting the attractions/ special features available into the areas.

Output 2.3: Tourism promotion enhanced

78. Activities include

1. Undertake publicity and promotional activities at local, national and international level. 2. Organise several familiarization trips for travel agents, media personnel, government officials and I/NGOs. 3. Review the IEC materials developed by NTB under TRPAP and customize for use if applicable 4. If needed, develop new promotional materials such as brochure, posters, documentaries, leaflets, tourism news letter, and make use of different electric and electronic media for promotion. 5. Develop mechanism to enhance market opportunity for local products and services at local levels in all districts. This can be done through improving the quality of local products and services with reasonable pricing mechanisms. 6. Explore the feasibility for branding outputs like one village one product to promote specialty such as festivals, dance, music, handicrafts, souvenir items etc., and implement such Output by branding with Lumbini’s glorious name and image. 7. Enhance networking and market linkages as part of the Footsteps of Lord Buddha subcircuit through central based private stakeholders including NATTA, NATO, AOAN (Airlines Association), NARA, HAN (Handicraft Association of Nepal), NICA, and TURGAN.

Objective 3. To strengthen the capacity of local communities and institutions regarding conserving heritage sites and developing tourism activities Value Chain analysis

79. The key outputs and activities under this include:

Output 3.1: Management support, information dissemination, coordination and linkages strengthened

80. Activities include

1. Disseminate information about the importance of heritage, culture, tradition and costumes with a view to promote tourism and motivate local community for protection and preservation of such heritages for sustainable tourism development. 2. Coordinate to form the Heritage Management Committee at district level including representatives from Rupandehi, Kapilvastu and Nawalparasi districts and help them to enhance their management capacity providing information and exposure to all members. 3. Coordinate with Kapilvastu, Rupandehi, and Nawalparasi district development committees to develop a separate district networking regarding maintaining their cultural, historical and architectural values to promote them jointly as tourism products in close contact with the Ministry of Culture, Ministry of Tourism and Civil Aviation and and the Department of Archaeology

Nepalconsult (P) Ltd. 21 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Output 3.2: Good governance practice within COs, VDCs, DDCs, Municipalities, CCIs, local entrepreneurs and other development institutions established and strengthened

81. Activities include

1. Provide training on good governance to LDT staffs, DDCs, Municipalities, CCIs, STDCs, COs and FGs. 2. Help these institutions to assess their good governance (transparency, accountability, participation, rule of law) status regularly by themselves and to take necessary follow-up actions accordingly 3. Ensure that all tourism entrepreneurs will follow the emerging principle of fair trade practices providing quality services and facilities to the visitors. 4. LDT acting as coordinator help to develop/strengthen networking between tourism related institutions at local, district and regional level for better sharing, quality enhancement and sustainable utilization of resources. 5. Encourage lodge-owners and the local communities to establish maket linkages imparting knowledge on use of local seasonal products such as vegetables, fruits, poultry, diary and other meat products and services for better marketing opportunities with a view to retain the tourism incomes at local levels.

Output 3.3: Capacity of the local stakeholders enhanced to market the tourism products and services

82. Activities include

1. Conduct training for local youths (both men and women) regarding natural and cultural interpretations (Guide). In such training programs, the content should cover major local culture and cultural heritage, and biodiversity together with the basic knowledge about conservation rules and regulation at local level. 2. Encourage and inspire local entrepreneurs to use the trained local manpower in all ventures including hotels, lodges, and tea houses. 3. Train local communities about culture, tradition, songs, dance and costumes and also impart professional skill and knowledge to them on using such resources for tourism businesses. 4. Provide various types of vocational and remunerative trainings to local youth, poor and disadvantaged group members (Lodge management, local guides, house keeping, cooking etc). 5. Provide capacity enhancement training to local entrepreneurs and members of the sustainable tourism development committees to uplift the quality of tourism products and services. 6. Provide capacity enhancement training to local lodge-owners, home stay facility providers on promoting their service quality and facilities.

Output 3.4: Capacity of the members of local community organizations (Cos, STDCs) and their sub-committees (Functional Groups) enhanced

83. Activities include

1. Identify need based priority themes for the training (capacity building) in consultations with the members of the Sustainable Tourism Development Committees, Functional Groups and local Community Organisations. The priority themes for training could be : (a) Participatory Project Planning, Monitoring and Evaluation, (b) Good Governance (c) Social Inclusion and Sustainable Tourism Development (d) Local process facilitation (e) Biodiversity Conservation (f) Cultural Heritage Conservation (g) Organic farming (h) Enterprise development (i) Operation and management of cooperatives (j) Generation of internal and external resources etc.

Nepalconsult (P) Ltd. 22 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Output 3.5: Capacity of the LDT staff and professionals enhanced to enable them to face the problems and challenges regarding community-based heritage tourism

84. Activities include

1. Enhance working knowledge and skills of LDT staff and professionals on cross cutting issues such as gender and social inclusion, human rights, rights based advocacy & programming, good governance, conflict mitigation. 2. Make provisions for relevant short-term training and exposure visits to staff.

Output 3.6: self-motivated, disciplined and exemplary LDT cadre to work in tourism and allied sectors developed

85. Activities include

1. Provide opportunity to employees to carry out participatory research/studies jointly with other researcher, scientists and motivate them to write articles, promotional news, scientific papers for journals etc. 2. To make every employee self-motivated, design transparent performance appraisal system and adopt more transparent reward and punishment system. 3. Organize regular staff interactions/ meetings at district level to share their views and experiences.

Output 3.7: self-motivated, disciplined and exemplary LDT cadre to work in tourism and allied sectors developed

86. Activities include

1. Capacitate local institutions, particularly Mothers Groups to operate saving and credit activities, and later to upgrade into saving and credit cooperatives, and also ensure that there will be at least one saving and credit cooperative in each VDC and in other tourism potential areas. 2. Provide management support and training to saving and credit cooperatives to promote effective governance-characterized by democratic and transparent decision making process. 3. Assist Saving and Credit cooperatives to establish linkages and relationships with the concerned district and national level institutions.

Output 3.8: Access to financial services for productive and commercial services enhanced

87. Activities include

1. Undertake various micro-enterprise training activities to maximize local production and encourage entrepreneurs to use local products and services. 2. Provide “Management Capacity Enhancement Training” following the training manuals developed by TRPAP. 3. Coordinate and mobilize the funds available from TRPAP and other development I/NGOs/ to establish/re-establish Venture Capital Fund (VCF) helping local women/poor to operate tourism micro enterprises.

Output 3.9: Value Chain Analysis done and farm and non-farm economic opportunities expanded

88. Activities include

1. Designand and conduct tourism related Value Chain analysis in all VDCs

Nepalconsult (P) Ltd. 23 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG 2. Identify potential Income Generating Opportunities (farm and non-farm) for local people. 3. Link formal and informal enterprises to tourism markets to reduce poverty 4. Conduct demand driven IGA (Income Generating Activities) training programs primarily focused on tourism development and promotion. 5. Support local people to diversify their agriculture into high value crops, particularly fruits, vegetables, domestication of medicinal plants within the framework of tourism and conservation practices.

Objective 4. To develop and manage infrastructures in line with the physical development plan to support the overall tourism development process

89. The key outputs and activities under this include

Output 4.1: Quality of tourist products, services and facilities improved

90. Activities include

1. Initiate the quality road construction in some of the potential cultural heritage sites on a priority basis. LDT to enhance such activities playing as a pressure group to the concerned agencies. 2. Coordinate to upgrade and maintain properly of existing roads links with the Lumbini and other cultural heritage sites on the priority basis. This has to be initiated urgently. The road link to Lumbini from Bhairahawa should be upgraded as double lane road. 3. To add value on the existing products, coordinate to develop for supportive infrastructure for further activities such as: (i) Experiencing new and different lifestyles and meeting interesting and friendly local people (village walk), (ii) See/experience people from a number of ethnic backgrounds (Anthropological studies), (iii) Water sports (sailing in Lumbini at canal and sacred pond), (iv) Shopping (Souveniors), (v) Opportunity to drive around at own pace (both for outsiders and Nepalese), and other (vi) Outdoor activities. 4. Undertake tourism related infrastructure development programmes at Lumbini areas in partnership (by sharing resources) with the VDCs, and DDCs, at local level and NTB and MoTCA at central level. 5. Ensure concerned DDCs to undertake tourism related infrastructure development programmes at other districts in partnership (by sharing resources) with the VDCs, NTB, I/NGOs and other line government agencies.

Objective 5. To develop conditions for responsible, pro-poor, sustainable community based tourism while conserving the natural, cultural, historical and archaeological heritages

91. The key outputs and activities under this include

Output 5.1: Pro-poor sustainable community based heritage tourism development approach adopted to maximize benefits to local communities

92. Activities include

1. Support community mobilization activities to promote sustainable tourism development. Follow APPA Facilitator’s Manual developed by TRPAP. 2. Coordinate to re-establish STDCs at local level in all seven surrounding VDCs. 3. Organize workshop programmes on community-based heritage tourism development including local people in all areas. 4. Encourage local people to plan and implement the tourism development activities. As a guideline, follow various documents prepared by TRPAP (Appendix C.1.3.3 to C.1.3.14)

Nepalconsult (P) Ltd. 24 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG 5. Coordinate and support to re-establish/establish Tourism Development Fund (TDF). Follow the guidelines developed by TRPAP. 6. Coordinate with Kapilvastu and Nabalparasi districts to work for Heritage Tourism Development and encourage them to establish separate Tourism Sections at the DDCs. 7. Organise workshops, exposure visits to provide knowledge on how sustainable tourism could be incorporated in the overall district development process. 8. Ensure better backward and forward institutional linkages for tourism development by: a) organizing workshops including representatives from DDCs, VDCs, NTB, MoTCA, private sectors, CCIs to establish effective links and coordination between these parties b) supporting tourism development committees at local level to develop relationship with the LDT, NTB, and other private sectors, and c) providing information to the NTB for the production of tourism promotional materials. 9. Extend support to Kapilbastu and Nabalparasi districts to prepare separate district tourism plans for better coordination and cooperation for heritage conservation and tourism development. 10. Coordinate with NTB and private sectors in developing coherent marketing outputs for Lumbini and other heritage sites. 11. Coordinate with NTB and other development agencies to organize domestic workshops to disseminate information on tourism products and services that being developed in the Lumbini areas. 12. Coordinate with various institutions including NTB in promoting familiarisation tours for journalists and tour operators both from Nepal and India (especially from Buddhist cultural sites). 13. Use national expertise in providing training in CBHT, micro-enterprise development, eco-tourism and conservation. 14. Use various training manuals developed by TRPAP in tourism development, micro- enterprise development, waste management, Gender, HIV-AIDS, and women’s health and other conservation areas.

Output 5.2: Environment friendly local resource based conservation tools and technologies adopted

93. Activities include

1. Continue to promote alternative energy (Bio-gas, solar system etc) to safeguard environment, enhance the livelihood of people and substitute the use of dung and pellets. 2. For equitable distribution of benefits and to provide equitable opportunities to different socially excluded groups, poor, deprived and disadvantaged groups, facilitate these institutions to undertake participatory well-being ranking of all the households lying under their jurisdiction.

Output 5.3: Waste management and conservation practices at LDA and other heritage sites promoted

94. Activities include

1. Encourage saving and credit scheme developed by TRPAP. Motivate other local communities in such saving and credit activities for tourism enterprise development. 2. Coordinate to impart new knowledge to mothers group (wherever available) and other local communities about effective waste management practices. This can be followed using the Training Mannual developed by TRPAP entitled “Waste Management in the rural tourism areas of Nepal” 3. Support local communities to establish waste recycling / management center to manage waste along major foot trails/settlements. This can be followed using the

Nepalconsult (P) Ltd. 25 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Guidelines developed by TRPAP entitled “Waste Management Guidelines for the rural tourism areas of Nepal” 4. Mobilize community institutions for biodiversity and cultural heritage conservation activities within their respective areas and introduce an incentive system to encourage participation. 5. Inspire local people to control and minimize human and livestock disturbances in conserved and protected areas. 6. Motivate local people to follow the code of conduct regarding herding of their livestock out in key heritage /touristic areas.

Output 5.4: Alternative energy technologies promoted to narrow down the gap between demand and supply of forest products

95. Activities include

1. Encourage and motivate locals to promote use of environmentally clean bio-gas, briquetting saw dust into smokeless fire stoves (ICS) where ever possible. 2. Coordinate with different line agencies regarding mobilizing local communities and other community institutions to promote alternative energy technology by providing technical and financial support to them.

Objective 6. To improve the quality of life of local communities and contribute to the reduction of poverty

96. The key outputs and activities under this include

Output 6.1: Institutional support to Local cultural groups, Cos, FGs, STDCs and other sub-committees provided

97. Activities include

1. Develop local cultural groups in all districts to entertain the tourists and also help them to be acquainted with the local culture and traditions. 2. Strengthen and capacitate local cultural groups and motivate them to perform cultural programs at local level. 3. Ensure that STDCs, COs, and FGs of all VDC will respect their constitutions and operational and management plan, and office bearers (chairman, secretary) will follow their roles and responsibilities. Help these institutions to follow the institutional set ups, guidelines prepared by UNDP/TRPAP. 4. Provide financial assistance and hardware support to all these institutions in the beginning with set criteria such as number and position of women, dalits and ethnic groups in the committees and sub-committees, regularity of the meeting, conduct of participatory well-being ranking, external annual audit, number of projects/activities undertaken by sharing resources with other organizations and institutions, (Minimum conditions and performance measures indicators). 5. Coordinate with the financial institutions, DDCs, NGOs/INGOs to Provide Venture Capital Fund (VCF) as seed money for initiating Income Generating Activities (IGAs). 6. Ensure availability of matching fund from the part of LDT when STDCs, COs and FGs are successful to undertake projects funded by other external agencies that require matching fund. 7. Facilitate to organize regular (at least once in a month) meetings of these local level institutions to share information among all members to become more transparent and to make them able to strengthen their capacity to run activities in more participative manner. 8. Provide training on good governance to LDT staffs, STDCs, COs and FGs.

Nepalconsult (P) Ltd. 26 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Output 6.2: Capacity of the LDT staff and professionals to enable them to face the problems and challenges regarding community-based heritage tourism enhanced.

98. Activities include

1. Enhance working knowledge and skills of LDT staff and professionals on cross cutting issues such as gender and social inclusion, human rights, rights based advocacy & programming, good governance, conflict mitigation. 2. Make provisions for relevant short-term training and exposure visits to staff.

Output 6.3: Self-motivated, disciplined and exemplary LDT cadre to work in tourism and allied sectors developed

99. Activities include

1. Provide opportunity to employees to carry out participatory research/studies jointly with other researcher, scientists and motivate them to write articles, promotional news, scientific papers for journals etc. 2. To make every employee self-motivated, design transparent performance appraisal system and adopt more transparent reward and punishment system. 3. Organize regular staff interactions/ meetings at district level to share their views and experiences.

Output 6.4: Community resources augmented to diversify agriculture and rural economies for tourism

100. Activities include

1. Provide support to farmer groups, cooperatives, and Mother Groups through VDC livelihoods fund - to develop and renovate locally managed small scale irrigation projects; for repair and construction of community owned collection centers; for marketing supports to locally produced goods and services; and other development activities. 2. Coordinate with different development agencies working in the Lumbini area regarding providing non-formal tourism and conservation education programmes to the local communities. 3. Adopt and encourage positive discrimination policies to increase access for the poor, disadvantaged and deprived groups regarding increasing the benefits and opportunities to be created by tourism development. 4. Ensure women, poor and disadvantaged groups’ access to and control over tourism businesses and resources. 5. Ensure participation of women, poor and socially excluded groups in planning, implementing, monitoring, workshop/training and evaluating tourism development programs.

Nepalconsult (P) Ltd. 27 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG C.1.4 Potential common activities

101. Potential common activities for all VDCs can be summarised as indicated in the table C.1.4.1 below.

Table C.1.4.1 Potential common activities in all VDCs

Activities Responsible Party

1. Social mobilisation process followed by other development Community groups, NGOs and projects including TRPAP includes : local group motivators • Tourism awareness on possibilities and constraints (economical, ecological, cultural) • Awareness of the project activities and STDCs • Tourism and heritage conservation • Awareness on tourism-related income generating activities • Action planning and training requests 2. Activate of STDCs Community groups, • Regular meetings/activity planning workshops governmental organisations, • Co-ordinating meetings with LDT and DDC LDT authorities, DDC, NGOs 3. Formation/reformation and support to FGs LDT, FGs, NGOs 4. Training and coaching of FGs, including: FGs, NGOs, resource • Community-based heritage tourism awareness training organisation /consultants (e.g. • Low input, maximum return possibilities training (for NATHM and other related instance, existing culture as input) organisations) 5. FGs selecting and attending enterprise development training FGs, NGOs, resource courses/packages, this can include: organisation /consultants (e.g. • Service development (guiding) NATHM and other institutions) • Agricultural production and marketing • NTFP marketing • Handicraft production and marketing • Local tour development and management • Cultural programme development and management • Community owned accommodation development

6. Training and coaching to FGs to develop capacities to assess FGs, NGOs environmental impact of proposed activities to ensure sustainable use of natural resources

7. Establishing or facilitate linkages between community, FGs Programme Staff, STDC, PCU, and tourism industry NTB, etc., hotel-owners, • Familiarisation tours for lodge and hotel-owners and handling-agencies, travel interested handling-agencies in Kathmandu writers, journalists, tour • Invitations to travel writers, journalists, tour operators and operators information provided to trekking guide books for familiarisation trips 8. Link local communities to the available microfinance services Local communities, Financial institutions, LDT, NGOs, 9. Participatory monitoring LDT 10. Annual in-depth review and planning PMIU Consultants 11. Mid-term evaluation and final evaluation PMIU Consultants

Nepalconsult (P) Ltd. 28 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

APPENDICES

Appendix B.1.3.1

DEVELOPMENT WHEEL: Continua of the Development Wheel

(Used as Social Mobilisation tools during Appreciative Participatory Planning and Action implementation) Explanatory Notes

COMMUNITY CONTINUUM

1. COMMUNITY STRUCTURE continuum Closed - open continuum Closed community; outsiders not welcome (xenophobic); sacred elements prevalent; uninitiated persons not permitted access Opposite: Open community: outsiders welcomed

2. COMMUNITY COHESION continuum Fragmented/individualistic: individuals or a family tend to work/operate/act in isolation from others Opposite: Solidarity/unity: Most people share major values of society, act from them; cooperate with others on almost equal terms

3. DECISION MAKING & CONFLICT RESOLUTION continuum Autocratic: leadership makes decisions without community involvement, conflict resolution is top-down by an elite Opposite Democratic: dialogue is possible and the normal way of doing communal business, structural equity in decision making and conflict resolution, educated younger persons able to participate in the community's decision-making processes

4. SELF-RELIANCE continuum Dependency: the community has a poorly developed sense of identity, lacks confidence and is dependent upon others for food, shelter and living; is largely controlled from outside Opposite Autonomy: the community is self-confident, has a large measure of control over its own affairs; can identify, understand and solve own problems; can follow its own ideas and plans by using its own resources (people, land, etc.)

5. INTERACTION continuum Indirect interaction; preference for avoidance of face-to-face contacts but willing to explore ways to participate in a venture or industry when benefits are perceived, e.g. selling artefacts to a retailer, not direct to tourists Opposite: Direct interaction: is welcomed, e.g. as guides, performances for tourists, etc.

6. ATTITUDES TO CHANGE continuum Conservative: over-riding values are conservative, villagers are reactionary, not adaptable Opposite Innovative: villagers are open to change, willing to innovate, adaptable

RESOURCES CONTINUUM

7. LAND RESOURCES continuum No territory: the community has been dispossessed, is alienated from traditional territory

Nepalconsult (P) Ltd. 29 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Opposite: Land: individuals/the community have own lands, together with resources for living (fertile soil and water for crops; forests for housing, fuel, traditional medicines, hunting; animal husbandry), sacred sites, rituals, etc.

8. RELATIONSHIP WITH LAND continuum

9. CULTURAL RESOURCES continuum De-acculturation: the community has lost much of its cultural heritage; degradation of traditional culture continues; older generations no longer share cultural knowledge/expertise with younger generations Opposite: Dynamic culture: the community has a dynamic cultural heritage; remains close to its lands in a cultural and spiritual sense; inter-generational equity is evident and older generations are active in transmitting major aspects of traditional culture to younger generations

10. PEOPLE RESOURCES continuum Inadequate people resources: in terms of men, women, youths and skilled workers the community has major inadequacies to undertake important tasks or achieve community objectives Opposite: Strong people resources: in terms of men, women, youth and skilled workers the community is able to fulfil all important tasks and achieve all major community objectives

BUSINESS CONTINUUM

11. BUSINESS SKILLS continuum Lack of business skills: neither individuals nor the community as a whole has business skills; socio-cultural factors will act as constraints and are likely to take precedence over commercial considerations Opposite Business skills: individuals and/or the community have business skills and understand entrepreneurial values and commercial operations.

12. COMMUNICATIONS continuum Poor communicability: the community has little knowledge of external factors which may seriously affect individuals or the community and their attempts to interact with outside agencies/issues (e.g. banks, supply and demand, real costs, transport companies, tour agencies, tourists, etc.); few members have knowledge of English or other major language outside their own vernacular Opposite Good communicability: community members possess a sound enough understanding of the external world and have language skills necessary for effective communication with others

13. TOURISM INDUSTRY EXPERIENCE continuum No experience: neither individuals nor the community has had prior experience of any kind in the tourism industry Opposite Experience: individuals and/or the community have had previous experience, e.g. as guides, as hotel/resort staff, in artefacts sales to tourists, perhaps a joint venture, etc.

14. CAPITAL FUNDS continuum No capital: the community has no capital, and it cannot access easily funding for development Opposite: Capital: the community has capital, savings potentials, or a capacity to access funds for ventures.

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Appendix B.1.3.2

Value Chain Analysis Explanatory Notes

Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings:

(1) Primary Activities - those that are directly concerned with creating and delivering a product (e.g. component assembly); and

(2) Support Activities, which whilst they are not directly involved in production, may increase effectiveness or efficiency (e.g. human resource management). It is rare for a business to undertake all primary and support activities.

Value Chain Analysis is one way of identifying which activities are best undertaken by a business and which are best provided by others ("out sourced").

Linking Value Chain Analysis to Competitive Advantage

What activities a business undertakes is directly linked to achieving competitive advantage. For example, a business which wishes to outperform its competitors through differentiating itself through higher quality will have to perform its value chain activities better than the opposition. By contrast, a strategy based on seeking cost leadership will require a reduction in the costs associated with the value chain activities, or a reduction in the total amount of resources used.

Nepalconsult (P) Ltd. 31 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Primary Activities

Primary value chain activities include:

Primary Activity Description Inbound All those activities concerned with receiving and storing externally sourced logistics materials Operations The manufacture of products and services - the way in which resource inputs (e.g. materials) are converted to outputs (e.g. products) Outbound All those activities associated with getting finished goods and services to buyers logistics Marketing and Essentially an information activity - informing buyers and consumers about sales products and services (benefits, use, price etc.) Service All those activities associated with maintaining product performance after the product has been sold

Support Activities

Support activities include:

Secondary Description Activity Procurement This concerns how resources are acquired for a business (e.g. sourcing and negotiating with materials suppliers) Human Those activities concerned with recruiting, developing, motivating and rewarding Resource the workforce of a business Management Technology Activities concerned with managing information processing and the development Development and protection of "knowledge" in a business Infrastructure Concerned with a wide range of support systems and functions such as finance, planning, quality control and general senior management

Value chain analysis can be broken down into a three sequential steps:

(1) Break down a market/organisation into its key activities under each of the major headings in the model;

(2) Assess the potential for adding value via cost advantage or differentiation, or identify current activities where a business appears to be at a competitive disadvantage;

(3) Determine strategies built around focusing on activities where competitive advantage can be sustained

Nepalconsult (P) Ltd. 32 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Appendix C.1.3.1

TERMS OF REFERENCE FOR NGOS

Background

The vast potential market demand for Nepal’s Lumbini, a key destination site in the Footsteps of Lord Buddha circuit, remains untapped. The Lumbini Development Trust (LDT), established in 1985 to implement the Lumbini Master Plan, recorded 82449 tourist arrivals (excluding Indian and Nepalese) in 2009. The Lumbini destination is currently sold as part of a Buddhist package tour by agents in Kathmandu and India. The Indian tours usually combine it with other sites such as Bodhgaya, Sarnath and Kushnigar and generally enter Nepal on half day trips, usually departing the same day. Consequently, their contribution to the tourism income of Lumbini and Bhairahawa, gateway to the Lumbini zone, has been relatively small.

The Government’s Three-Year Interim Plan (TYIP) for FY2008-FY2010 emphasizes social integration and inclusive social development. Carefully planned, tourism can become instrumental in the country’s quest to achieve a more sustainable but equitable growth. Tourism development, which brings consumers to the abundant natural resources and rich heritage sites of Nepal, can provide the surrounding communities with access to various markets in which to sell their goods and services. In addition, tourism can bring with it improved infrastructure, security, communications, health and services facilities, and community empowerment―thus enhancing the general well-being of communities.

The Tourism for Rural Poverty Alleviation Programme (TRPAP) has been at the core of the Government’s approach to promoting sustainable and pro-poor tourism since 2001. TRPAP was envisioned “to contribute to the poverty alleviation objective of the Government of Nepal through review and formulation of policies and strategies that are pro-poor, pro-women, procommunities, and pro-environment.” In Lumbini, TRPAP worked with communities, provided training to understand the theory and practice of tourism, supported local people to build their skills to serve the needs of the industry, assisted with funds to initiate tourism enterprises, and helped to institutionalize the processes used with appropriate policies and guidelines at the local and national levels. The program worked with local people in 7 village development committees (VDCs) with 84 community organizations (COs) and 29 functional groups (FGs) using ‘bottom-up’ and community participatory approaches.

The Community Participation in Heritage Management and Tourism subcomponent of the Project aims to (i) gain the support and contribution of the communities to the site protection and management of Lumbini as a World Heritage Site, and (ii) enhance the capacity of local communities surrounding Lumbini, especially the poor, to maximize the benefits they derive from the proposed tourism development.

The Community Participation in Cultural Heritage Management and Tourism subcomponent will be implemented in two distinct phases: (i) an awareness raising program, and (ii) demonstration schemes for heritage-based tourism livelihood generation in the surrounding communities.

Under Phase One, the LDT with support of NTB will develop an information, education, and communication (IEC) program to create awareness among the local communities on (i) the importance of Lumbini and the roles and obligations of the local communities in its sustainable management and protection as a World Heritage Site, and (ii) the linkage between developing Lumbini as part of the Footsteps of Lord Buddha subcircuit under the Project and pro-poor tourism development, specifically the associated potential benefits to the local economy. Activities will underscore the new markets and livelihood opportunities the poor will be able to access to offer their goods and services. IEC materials developed by NTB with the Nepal Academy of Tourism and Hotel Management (NATHM) under TRPAP will be reviewed and customized, if applicable, to the Project. LDT will coordinate with NTB and other local authorities involved.

Nepalconsult (P) Ltd. 33 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Phase Two will be implemented based on lessons learned from TRPAP and will emphasize targeted skills development, microfinance, and the promotion of business linkages between the poor―oftentimes the provider of the services or tourism products to be sold―and their markets, direct or indirect. The Phase will also include developing skills which lead to conservation of tangible and intangible heritage, for example, through expanding traditional artisan skills. The desired impacts on the local communities, particularly the poor, are increased daily average income, improved entrepreneurial skills and tourism products knowledge, and increased business transactions between local producers and service providers, bigger-scale tourism products and services providers, and conservation of tangible and intangible heritage. In this phase, demonstration schemes will link the application of targeted skills development, microfinance principles, and effective marketing linkages to sustainable heritage based tourism livelihood generation.

Primarily, working NGO need to create awareness among the local communities on: (i) the importance of Lumbini and the roles and obligations of the local communities in its sustainable management and protection as a World Heritage Site, and (ii) the linkage between developing Lumbini as part of the Footsteps of Lord Buddha sub circuit under the Project and pro-poor tourism development, specifically the associated potential benefits to the local economy; and also need to provide technical support services to the communities for the demonstration schemes for heritage-based tourism livelihood generation and implementation of their chosen development activities.

Delivery

The NGO would provide the technical support services either through recruiting the relevant staff or developing partnerships with the line departments or other services providers performing major responsibilities such as:

General Responsibilities

(i) Community Mobilisation & Participation

• Participating in the assessment and screening of seven surrounding villages within LDA for inclusion in the Programme, particularly to assess social cohesion and commitment to Programme principles, and in the compilation of the final selection of villages; • Entering into dialogue with communities; • Explaining the scope and the basic philosophy of the Prograsmme i.e. emphasis on community responsibility, community participation in decision making, and development of self-reliance; • Preparing a village profile for the village in collaboration with the community; • Strengthening the capacity of existing Cos, FGs and STDCs and other user/producer groups and forming new ones if required; • Training of Cos, FGs and STDCs and other user/producer groups in management, credit operations, accounts, etc, and assisting them in the development of economic activities; • Conducting awareness raising of the communities with particular reference to tourism, natural and cultural heritage conservation, gender and equity issues; • Identifying Social mobilisers from the communities for each VDCs and training them • Conducting a participatory needs assessment with the community using Development Wheel and assisting the community to priorities its development needs and formulate a resource management plan to guide the investments in the villages; • Identifying leadership capabilities within the community and fostering the formation and capacity building of community institutions to spearhead implementation of the development initiatives; • Assisting the community to identify village Volunteers and providing them with leadership training and organizing relevant technical training:

Nepalconsult (P) Ltd. 34 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG • Identifying with the community the areas in which support is required e.g. technology interventions, marketing, etc. in order to help the community to achieve its desired objectives such as community based heritage management; • Liaising with the LDT to transfer the expressed needs of the community into the annual work plan and budget for the Programme; • Performing a facilitator/brokerage role to link individuals and farmer/community groups to sources of information, technical support, marketing channels etc. • Developing with the communities processes for the community to monitor and evaluate its performance in achieving its objectives through APPA exercise; • Providing regular progress reports to Programme Management and Implementing Unit (PMIU) and participating in management meetings as requested.

(ii) Technical Support • Assisting the community in analysis of its resource base, development constraints and development opportunities and in prioritization of its development needs through formulation of a natural and cultural resource management plan. • Providing technical guidance and support to individuals and community groups in the implementation of developmental activities covering Land and Water Management, agriculture, horticulture, livestock, aquaculture and non-fiarm / off-farm activities. • Providing / arranging technical training for farmers / community members, and presiding and supervising the implementation of trial and demonstrations. • Building the capacity of social mobilisers as village level resource persons • Developing linkages to marketing facilities, input supply, etc.

Other specific responsibilities of NGO lie down to: 1. Provide support to PMIU, local communities, and consultant team in application of the agreed project activities 2. Assist the local organizations and provide technical backstopping 3. Supervise and provide backstopping to social mobilizer training programs 4. Supervise the operations and provide assistance to local community organisations in the development of community based heritage tourism 5. Assist community organisations in identifying agencies that can form partnerships with local communities to implement village investments, and help farmers adopt innovations. 6. Assist local communities to establish links with competent expertise at the district level in the technical, financial, environmental, social, and gender part 7. Monitor and report upon the implementation of village investments and the use of funds by villagers. 8. Promote project objectives and goals to beneficiaries and stakeholders at the grass root level to ensure effectiveness and efficiency of project implementation. 9. Conduct social assessment on training needs for farmers, and on the effort to establish community participation in the project implementation in general, and technology adoption in particular, based on local conditions. 10. Identify agencies that can form partnerships with functional groups to implement investments and help local entrepreneurs adopt innovations 11. Conduct a survey, through consultations, focused group discussions, and other techniques such as PRA and APPA, of the communities near Lumbini to determine the types of livelihood programs that would be viable, the level of commitment and interest of the local households to sustainable heritage management, and the need for appropriate training and skills development. 12. Develop and include in the pilot a program to which revives skills which lead to conservation of tangible and intangible heritage. 13. Perform a value-chain analysis of micro- and small enterprises in the areas to benefit from the proposed tourism development and ascertain which tourism based livelihood opportunities are best suited for the proposed pilot demonstration scheme. 14. Review TRPAP experience in Lumbini and other parts of Nepal, other existing models and approaches on community-based tourism development in South Asia and other

Nepalconsult (P) Ltd. 35 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG parts of the world and identify best practices and how microfinance principles can be used to design and implement the proposed pilot demonstration scheme. 15. Based on the results of tasks (11) to (14), develop and implement a pilot demonstration scheme for tourism-based livelihood generation in the communities around the Lumbini improvements subproject. The proposed pilot demonstration scheme must be innovative, emphasize the vital linkages between heritage preservation and inclusive tourism development, and clearly show how best practices in microfinance and community-focused poverty reduction can be adopted and applied to sustainable tourism-based livelihood generation. 16. Design and implement an appropriate monitoring and evaluation system to facilitate reporting of accomplishments and effective project management. 17. Prepare monthly, quarterly and annual reports in accordance with the requirements of the Government and ADB.

General Qualification of the NGO

A qualified NGO with demonstrated understanding of pro-poor tourism development will be recruited following ADB’s relevant procurement procedures. To be eligible, the NGO must:

(i) be a duly registered NGO in Nepal, and (ii) have a track record of at least 3 consecutive years of managing and implementing successful pro-poor community-based programs which use tried and tested microfinance principles. (iii) have a demonstrated basic understanding of community-based tourism development and how microfinance principles and value-chain analysis can be used to develop sustainable, pro-poor tourism, (iv) have existing operations near Lumbini or have plans in the immediate future to establish an office near Lumbini, (v) be interested in and committed to the Project, as expressed in a letter of intent from its chief executive officer and endorsed by its Board of Directors, and (vi) have the technical and administrative capacity to develop and implement a sustainable pilot demonstration scheme for tourism-based livelihood generation in Lumbini based on lessons learned from TRPAP and other appropriate best practices. (vii) have an ability and orientation to constructively engage the government in developmental efforts; (viii) have ability to demonstrate an openness to learn and absorb new strategies and ideas; (ix) have clear understanding of the socio-economic, cultural and political situation of the local areas with excellent communications skills and good rapport with the community. (x) be able to work as a team and adjust to varied operational modalities; (xi) have internal stability so as to ensure long-term support to the Programme. It should function with transparent accounting system which are open to inspection; (xii) not be affiliated with any political organization; and (xiii) be willing to sign a memorandum of understanding (MOU) with the Lumbini Development Trust (LDT), committing itself : (i) to pursue the objectives of the Programme; (ii) to make changes to its strategy and systems if they obstruct the achievement of Programme objectives; and (iii) to attend meetings and to contribute to the feedback systems and procedures required by government including regular reporting. The signing of the MOU is a precondition to entering into a contract with the NGO for the programme outlining clearly its role and function.

Experts to be included by the NGO The selected NGO needs to provide minimum services of the following personnel:

Post Title: Community Development Specialist Duty Station: Lumbini with frequent travels to Project areas.

Nepalconsult (P) Ltd. 36 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Duration: For the duration of the Project.

Responsibilities:

Community Development Specialist (CDS) is the key player in the Project implementation. S/he, will be a dynamic individual working in the NGO:

(a) to create awareness among the local communities on (i) the importance of Lumbini and the roles and obligations of the local communities in its sustainable management and protection as a World Heritage Site, and (ii) the linkage between developing Lumbini as part of the Footsteps of Lord Buddha sub circuit under the Project and pro-poor tourism development, specifically the associated potential benefits to the local economy: and (b) to provide technical support services to the communities for the demonstration schemes for heritage-based tourism livelihood generation and implementation of their chosen development activities.

The CDS acting in close consultation with the PMIU, will coordinate the process with all key partners. S/he will:

1. prepare a detailed Project work plan, schedule and budget, for approval by the PMIU and the PCU, and to be updated on quarterly basis; 2. prepare a detailed plan for Project review, reporting and evaluation; 3. prepare quarterly monitoring reports based on information gathered by the Monitoring and Evaluation Specialist through participating in monitoring activities as well as monitoring information provided by other Project participants; 4. ensure the timely mobilisation and utilisation of Project personnel, subcontracts, training and equipment inputs, whether these are procured by the NGO itself or by PMIU; 5. prepare the terms of reference, in consultation with the PMIU, for subcontractors, advertises Requests for Proposal (RFP), appoints contract committee, selects contractor and awards contract; 6. prepare training Projects (in consultation with the PMIU) designed for local communities, particularly in developing an overall training plan regarding types of training activities, individuals to be designated, priorities, venue and cost involved; 7. ensure the effective co-ordination of the activities of the consultants working with the Project; 8. support LDT and the Project in a number of activities planned over the life of the Project; 9. support the generation, and dissemination among national and international stakeholders of high quality information about the Project's process, approaches and results; 10. participate in the monitoring of participatory planning and evaluation field workshops, together with participants from partner organisations at national level; 11. facilitate replication and adaptation of the approaches of the Project, work helping national stakeholders identify how they can replicate the Project approach and principles in other two (Kapilvastu and Nawalparasi)districts; and 12. liase with the LDT with a view to handing over the Project upon its completion.

Qualifications and Experience:

The candidate will have at least a Master's Degree in social sciences, such as Sociology, Economics, Geography or relevant degree with experiences in heritage conservation and tourism. S/he should possess a clear understanding of the basic concepts of tourism specifically on rural tourism and how tourism could be used as a vehicle for achieving sustainable development. S/he should have at least 5 years working experience in the field of tourism, heritage conservation and sustainable development.

Language:

Fluency in both spoken and written Nepali and English languages is required.

Nepalconsult (P) Ltd. 37 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Post Title: Tourism Specialist Duty Station : Lumbini with extensive travel to Project sites Duration : For the duration of the Project

Responsibilities:

The Tourism Specialist (TS) will work directly under the CDS. S/he will:

1. attend meetings with government representatives and lead partners; 2. coordinate with Monitoring and Evaluation Specialist in helping self-assessment by the communities of their potentials for tourism development in the Project Areas; 3. help form community-based groups such as "Sustainable Tourism Development Committee (STDC)" and train them so that they will be capable of managing cultural heritages and community tourism by themselves; 4. help STDCs to plan their long-term tourism plans to ensure that cultural heritage conservation and sustainable rural tourism development will be achieved; 5. work with the Project partners and communities to undertake a resource inventory of selected products with local, national or international sales potential in line with their value chain; 6. assist the CDS in preparing work plans for the Project areas at the district and community levels and developing appropriate strategies to strengthen the process; 7. advise the Social Mobilisers (SMs) to help them define their roles and responsibilities and provide timely inputs in order to achieve the goals of the Project; 8. in consultation with the SMs identify the potential entrepreneurs for micro-enterprise development trainings; and 9. coordinate with the Monitoring and Evaluation Specialist to prepare progress and performance reports as required by the Project and update the plans and Projects where necessary.

Qualifications and Experience:

The candidate must have a Master's Degree or equivalent in social sciences with specialisation in tourism. S/he should possess a clear understanding of the basic concepts of tourism and heritage conservation and also knowledge on local enterprise development, and of market-driven development strategies. S/he should possess understanding and knowledge of the basic computer systems necessary for: (a) data analysis and (b) Project management and co-ordination (i.e. word processing and budgeting and accounting software). S/he should have at least 3 years of experience in tourism development. Experience in micro-enterprise development and financing will be preferred. Previous experience in similar position or Project(s) is a special advantage.

Language:

Fluency in both spoken and written Nepali and English language is required.

Post Title: Gender Specialist Duty Station: Lumbini with frequent travel to Project Areas Duration : For the duration of the Project

Responsibilities:

The Gender Specialist (GS) will report to the PM of the Project. S/he will: 1. prepare and submit a detail work Project with a schedule of operation for women’s participation at par with men in tourism development and formation of specialised gender groups in the Project area; 2. coordinate with the Training organisations to design and organise tourism, gender and micro-enterprise training for women’s participation in tourism development in rural areas;

Nepalconsult (P) Ltd. 38 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG 3. assist the Tourism Specialist in developing backward and forward linkages in the Project areas so that women will have better opportunities in participating in tourism development; 4. sensitise the SMs and the local community men and women on gender issues and its importance in tourism development in the Project area; 5. coordinate with the Training Institute to provide specialist training to men and women to enhance their participation in tourism planning and development; 6. coordinate with the Monitoring and Evaluation Specialist to monitor the gender specific components of the Project; 7. prepare gender specific monthly report and submit to PM; 8. organise various workshops, study tours to sensitise the government, private sectors, Project staff and the local communities on gender-related issues in tourism development; and

Qualification and Experience:

A Master's degree in social science or relevant subjects. S/he should have at least 2 years experience in community mobilisation with an emphasis on gender issues and institutional development activities, and have computer literacy. Previous experience in similar capacity is a special advantage.

Language:

S/he will have fluency in spoken and written Nepali and English.

Post Title: Monitoring and Evaluation Specialist Duty Station: Lumbini with extensive travel to Project sites Duration : For the duration of the Project

Responsibilities:

The Monitoring and Evaluation Specialist will work directly under the PM. S/he will: 1. attend meetings with government representatives and lead partners to assess the roles and responsibilities of the partners and make any recommendations as necessary; 2. coordinate with the Tourism Specialist in helping self-assessment by the communities of their potentials for tourism development in the Project areas; 3. supervise the collection of base line data at the village and district levels for monitoring and evaluation purposes (which may include, for example, household income levels and employment strategies, tourist arrivals and flows, lodge / tea-shop numbers, agricultural and horticultural patterns etc); 4. evaluate the roles and responsibilities of STDCs and make any recommendations as necessary; 5. evaluate the STDC tourism plans to ensure that heritage conservation and sustainable tourism development will be achieved; 6. work with the privates sector to evaluate the products and services developed by the STDCs and provide feedback as appropriate; 7. assist the PM in evaluating progress at the district and community levels; 8. work with the Tourism Specialist to assist the PM in developing strategies to strengthen the tourism planning process; 9. evaluate the work of the SMs and provide timely inputs to achieve the goals of the Project; and 10. coordinate with the Tourism Specialist to prepare progress and performance reports as required by the Project.

Qualifications and Experience:

The candidate must have a Master's Degree or equivalent in social sciences with specialisation in planning and monitoring. S/he should possess a clear understanding of the basic concepts of tourism and environmental conservation and also knowledge on local enterprise development, and of market-driven development strategies. S/he should possess

Nepalconsult (P) Ltd. 39 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG understanding and knowledge of the basic computer systems necessary for: (a) data analysis and (b) Project management and co-ordination (i.e. word processing and budgeting and accounting software). S/he should have at least 2 years of planning and practical experience in tourism development. Experience in micro-enterprise development and financing will be preferred. Previous experience in similar position or Project(s) is a special advantage.

Language:

Fluency in both spoken and written Nepali and English language is required. Post/Title: Social Mobilisers Duty Station : Project VDCs Duration : For the duration of the Project

Responsibilities:

The Social Mobilisers (SMs)) will report to the CDS. S/he in close consultation with the Tourism Specialist will:

1. plan, manage, implement and monitor the TRPAP efficiently and effectively at the district and community level; 2. act as an advisor to the VDC; 3. sensitise and raise awareness of the local communities on heritage conservation and gender sensitivity for sustainable tourism development; 4. help VDCs to form functional groups as appropriate; 5. help with the formation/reformation of STDCs in the pilot Project areas and provide necessary technical expertise; 6. participate in STDC meetings as an ex-officio member; 7. work with the VDC to integrate STDC tourism plans and develop a coherent village-level tourism plan to be included in the DDC development plan; 8. encourage dialogue and communication between the VDC/STDc and the LDT; 9. attend and support micro-enterprise trainings in the field; 10. synchronise the Project activities with other projects and avoid any overlapping among them; 11. monitor and evaluate the daily Project activities and supervise and monitor STDCs activities; 12. facilitate the STDCs to network within and outside the Project areas; 13. co-operate with other partners and supportive agencies in a proactive manner; 14. facilitate and raise awareness among STDCs and other community members of the importance of backward linkages for sharing the benefits of tourism among all the members of the society and also developing a forward linkages with markets outside the communities; 15. assess regular progress reports from the field and prepare periodical reports for the Project; 16. identify potential tourism related activities, commercial opportunities and tourism ventures for micro-enterprise trainings; and 17. assist the communities in self-assessment process of the Development Wheel.

Qualifications and Experience:

The SM must be atleast 10+2 in arts, commerce, science or agriculture. S/he must be experienced and trained in social mobilisation with a particular emphasis on heritage conservation and community organisations with demonstrated capability in tourism to be considered for the job. S/he should have at least 2 years work experience in tourism, natural resource management, environmental and heritage conservation and group formation in the pilot Project areas. Previous experience in tourism and conservation is a special advantage.

Language:

Fluency in spoken and written Nepali and English language is required.

Nepalconsult (P) Ltd. 40 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Appendix C.1.3.2

Partner NGO Selection Process in Lumbini Development Trust (LDT)

This Project Improving Connectivity and Destination Management of Cultural and Natural resources in the South Asia Sub region has a wider vision to develop and improve tourism- related infrastructure in Nepal. It has focused on improving connectivity to and destination infrastructure and services in key nature and culture based tourism sites as expanding Gautam Buddha Airport at Bhairahawa and Lumbini the world cultural heritage site on high priority sub regional circuits.

Infrastructure interventions have included upgrading of Gautam Buddha airport, last mile road connectivity, environmental improvements of destinations, such as water supply, sanitation, and solid waste management, and visitor management infrastructure and services at Lumbini Master Plan areas. The physical interventions have also accompanied with a program of capacity building to develop the capacities of sector agencies for sustainable protection and management of natural and cultural heritage of tourism importance.

Moreover, the Project has tried to implement a program at the surrounding VDCs of the Lumbini Master Plan area to better engage local communities in tourism with a view to enhance the economic linkages between local populations and tourism, and increase benefits from tourism to the local communities.

LDT emphasises for genuine partnership while working with NGOs rather just as contractual arrangement and follows transparent, fair, competitive and rigorous selection process to select its partner NGOs. LDT ensures a transparent and fair selection process from which all interested NGOs understand the process and the criteria for selection. Through a process-orientated approach, the selection process ensures that NGOs who are selected (or not selected) understand and accept the reasons why they have been selected (or not selected) providing opportunity for self-realisation and skill enhancement for NGO strengthening.

Selection process:

While selecting NGOs, ADB procedure for selection of NGOs will be followed. Generally the following steps are considered. for the selection of NGO partners:

Step 1: Formation of a small selection board (please see Sub- appendix- 1 for the Mini TOR and code of conduct for the selection board) representing mostly from local government (DDC), Government (Ministries) and LDT to keep the process transparent and create ownership amongst the key programme partners.

Step 2: The team develops and agrees on the selection process and criteria to be followed in selection in advance and make it public to avoid personal biasness and ensure fairness and access to all (Sub- appendix - 2 for key steps of the selection process).

Step 3: The LDT/PMIU circulates and publishes notices by inviting expressions of interest in local newspapers and local offices with giving certain time frame (generally 30 days).

Step 4: All interested organisations submit a brief statement of their organisations

Nepalconsult (P) Ltd. 41 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG capacity and profile.

Step 5: On the basis of the letters of interest received, the board short lists the organisations (Please see Sub- appendix- 3 for the some broad criteria for selecting partner organisations).

Step 6: Then LDT/PMIU board invites all the short listed NGOs in a capability assessment workshop. To provide independent perspective and to create open and fair environment, generally an independent facilitator (s) consultant facilitates the workshop process with the support of LDT/PMIU the selection board members. In the workshop, the facilitator(s) tries to create open and learning environment where participating NGOs assess themselves against the others and realize why they or others are more potential. In the workshop, participants are also coached on proposal format and writing techniques (Please see Sub- appendix- 4 for the broad checklist for proposal preparation).

Step 7: Subject to performance at the workshop, the team selects some competent potential small number of organisations and invite to submit detail proposals as a second round of the assessment.

Step 8: The selected NGOs submit the technical and financial proposals to the board and they are assessed according to pre-defined criteria for evaluation.

Step 9: The board invites the short listed organisations to give a presentation/have a discussion for final selection (Please see Sub- appendix -5 for the proposals award criteria). Subject to performance at presentation, the board select partner NGOs.

All above processes are done in Nepali language.

The successful organisations then commence a process of technical and financial negotiation, tailoring of their TORs, orientation, and capacity assessment for institutional strengthening etc with LDT/PMIU and LDT/PMIU’s make contract and agreement with the NGO.

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Sub- appendix-1: Mini TOR and code of conduct for NGOs selection board

The Board should comprise the following members: • LDT representatives including from PMIU • MoTCA representative • Ministry of Culture representative • DDC representative • An independent local person of standing, not associated with any of the competing organizations

Potential board members will declare any vested interests or close connections with competing organisations in advance of final board selection

The tasks of the selection board will be: • To develop a common understanding of the work covered by the tendering process • To agree the tendering process. • To undertake a fair, transparent competitive process. • To remain impartial and make the selection based on the criteria agreed, and merit against these.

The board members will agree to make themselves available on the dates specified for short listing and proposal assessment. If for any reason a board member cannot be available, they should make other board members and LDT/PMIU know with sufficient advance warning to either adjust the date OR find a substitute board member.

Board members will NOT undertake any private meetings with any of the competing organisations. If they are approached for information, they should inform the competing organisation that all questions be communicated in writing to LDT/PMIU.

Any board member engaged in private discussions with competing organizations regarding the tendering process will be disqualified from the board.

Rules governing the tendering process

1. Board members will not engage in private discussions with competing organisations 2. Board members will declare any vested interests or close connections with competing organisations and will be replaced if deemed necessary 3. Competing organisations will NOT approach LDT/PMIU or any individuals of LDT/PMIU or the Selection board for information in person. All questions should be submitted to LDT/PMIU in writing. A written reply will be prepared and copied to all other competing organisations. This is to ensure that all organisations are able to access the same information. 4. Proposals will NOT be accepted if the organisation did not participate in the orientation workshop 5. Proposals will NOT be accepted if they arrive after the submission date 6. The decision of the board is final and cannot be “renegotiated” 7. Technical proposals and financial proposals MUST be submitted in separate sealed

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envelopes, clearly marked with the name of the competing organisation.

Any organisation that attempts to pressurize any board members will be disqualified

Sub- appendix- 2: some broad criteria for selecting partner organisations:

i. be a duly registered NGO in Nepal, and ii. have a track record of at least 3 consecutive years of managing and implementing successful pro-poor community-based programs which use tried and tested microfinance principles. iii. have a demonstrated basic understanding of community-based tourism development and how microfinance principles and value-chain analysis can be used to develop sustainable, pro-poor tourism, iv. have existing operations near Lumbini or have plans in the immediate future to establish an office near Lumbini, v. be interested in and committed to the Project, as expressed in a letter of intent from its chief executive officer and endorsed by its Board of Directors, and vi. have the technical and administrative capacity to develop and implement a sustainable pilot demonstration scheme for tourism-based livelihood generation in Lumbini based on lessons learned from TRPAP and other appropriate best practices. vii. have an ability and orientation to constructively engage the government in developmental efforts; viii. have ability to demonstrate an openness to learn and absorb new strategies and ideas; ix. have clear understanding of the socio-economic, cultural and political situation of the local areas with excellent communications skills and good rapport with the community. x. be able to work as a team and adjust to varied operational modalities; xi. have internal stability so as to ensure long-term support to the Programme. It should function with transparent accounting system which are open to inspection; xii. not be affiliated with any political organization; and xiii. be willing to sign a memorandum of understanding (MOU) with the Lumbini Development Trust (LDT), committing itself : (i) to pursue the objectives of the Programme; (ii) to make changes to its strategy and systems if they obstruct the achievement of Programme objectives; and (iii) to attend meetings and to contribute to the feedback systems and procedures required by government including regular reporting. The signing of the MOU is a precondition to entering into a contract with the NGO for the programme outlining clearly its role and function.

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Sub- appendix- 3: Key steps of the NGO selection process

Form a selection board and agree on the selection criteria and process

Advertisement placed in local/national newspapers calling for letters of interest to be submitted

Letters of interest are assessed by a selection board and a short list is made

Workshop is held for short listed NGOs to assess their capabilities and explain the proposal format, board invited to participate

Detailed proposals from NGO’s are submitted to LDT/PMIU, presentation made to the board, and assessed by the board

Partner NGOs selected and negotiation held if required

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Sub- appendix- 4: Broad checklist for proposal preparation

A. Technical proposal to include:

1. Background and understanding of the issues and problems.

2. Organisational profile of the NGO including vision and principles and management capability and expertise/relevant experiences

3. Ideas for delivering on the outcomes as stated in the call for expressions of interest.

For example:

a. How the NGO delivers the programme? b. How the NGO communicates, coordinates, liaises, plans with numerous partners? c. What activities could the NGOs carry out to promote pro poor and socially inclusive equitable development? d. How will you link/integrate the objectives of the programme with those of your own organisation? e. How will they monitor filed activities and field support/backstop the field staff? f. What safety issues will they consider? g. How will you address sustainability?

4. Proposed staffing input/capability (CVs attached), how would you select/deploy the staff?

B. Financial proposal:

This should be submitted separately from the technical proposal in a separate envelope.

Checklist for Financial Proposal

1. Programme cost and admin cost 2. Appropriate overhead levels and demonstration of what overheads will cover. 3. Experience of financial management

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Sub- appendix- 5: Draft Proposals award criteria:

Quality of Personnel 20% Experience, tourism, gender, caste, multi-disciplinarily

Management capability 15% Experience of management of projects/programmes and of field staff)

Experience of working in the district(s) and with rural 20% communities/target groups

Proposed activities, ideas and methodology to deliver the 25% programme: ie Planning, implementation, coordination mechanisms Key activities Backstopping/field support mechanism, Staff safety considerations Sustainability

Approach to monitoring and communication/sharing 10%

Financial 10% Experience of financial management Budget

TOTAL 100%

Nepalconsult (P) Ltd. 47 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Appendix C.1.3.3

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Appendix C.1.3.4

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Appendix C.1.3.5

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Appendix C.1.3.6

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Appendix C.1.3.7

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Nepalconsult (P) Ltd. 53 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Appendix C.1.3.9

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Appendix C.1.3.11

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Nepalconsult (P) Ltd. 56 Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG Appendix C.1.3.12

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Appendix C.1.3.13

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Appendix C.1.3.14

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Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

Nepalconsult (P) Ltd. Improving Connectivity and Destination Management of Main Report Part- II Cultural and Natural Resources in the South Asia Subregion TA6504 REG

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