01 Reg Tacr

Technical Assistance Consultants 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 consultants 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 projects 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)

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: nc@wlink.com.np; Website: www.nepalconsult.com.np
May 2010
Improving Connectivity and Destination Management of

Cultural and Natural Resources in the South Asia Subregion
TA6504 REG
Main Report Part- I
TABLE OF CONTENTS
EXECUTIVE SUMMARY
A. GENERAL
Status of the TA
Objective of the TA
The Project / Tourism Infrastructure Development Project
The Consultants' Team
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B.
APPROACH AND METHODOLOGY
C.
SECTOR WISE PROGRESS
Project Management
The Executive and Implementing Agencies
Project Management System
Establishment of PCU and PMIUs
Project Coordination Committee in Lumbini
Coordination among PCU and PMIUs
Project Agreements
Investigation and Survey
Familiarization of ADB Procedure
The Event and the Outcome
Community based heritage tourism
Project Awareness Program
D.
PROCUREMENT
Assessment of PCU, PMIUs Procurement Capability
Procurement Document
Recruitment of Consultants
Training of PCU, PMIUs Personnel on ADB Procurement Procedures and Guidelines
Preparation of RFP for selection of Consultants
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E.
FINANCIAL MANAGEMENT
Financial Management System of PCU and PIUs
Ministry of Tourism and Civil Aviation (MoTCA)
Civil Aviation Authority of Nepal (CAAN)
Lumbini Development Trust (LDT)
Financing Plan
Budgeting Procedures
Familiarization and Training
Government Recording Procedures of Loan and Grant
Imprest Account Ledger
Withdrawal Monitoring Register
Main Loan/Grant Register
Subsidiary Loan/Grant Register
Contract Ledger
Project Account
Imprest Account Procedures
Internal Audit
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TA6504 REG
Main Report Part- I
Final Audit
F.
UPGRADING OF GAUTAM BUDDHA AIRPORT TO REGIONAL
INTERNATIONAL AIRPORT
Updating Master Plan of GBA
Projection of air Traffic movement at GBA
Existing air traffic movement at GBA
Basis for Air Traffic Movement Projection
Assumption in Air Traffic Movement Projection
Air Traffic Movement Projection
Projection of International and Domestic Passenger Movement
Projection of International and Domestic Aircraft Movement at GBA
Design Parameters
Terminal Building space Requirement
Car Parking and Utility Requirements
Design Parameter of Runway
Design Parameter of Taxiway
Design Parameter of Apron
Design Brief of Terminal Buildings
International Terminal Building
Domestic Terminal Building
Equipments
Meteorological Data
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G.
DISTINATION IMPROVEMENT IN LUMBINI
Components of Destination Improvement
The Visitor Information Centre
Infrastructure Improprement
Observation and Recommendation
Tourist Flow Increase in lumbini
Tourist Flow Projection
Public Private Participation
Visitors Information Center
Design Brief of Destination Improvement Components
Design Parameters
Visitors Information Centre
Infrastructure Improvements
Introduction of a solid waste collection, transportation and disposal system
Provision of Water and Sanitation facilities for tourists
Footpath and landscaping including signage
Access and Parking
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H.
LUMBINI MASTER PLAN UPGRADING
General Description of Lumbini
Kenzo Tange's Master Plan an Overview
Observation and basis of TOR and Guidelines for upgrading the master plan
Concept for ToR
Outcome
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I.
FOSTERING COMMUNITY PARTICIPATION IN HERITAGE

MANAGEMENT AND TOURISM
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TA6504 REG
J.
ARCHAEOLOGICAL IMPACT ASSESSMENT
Investigation
Finding and Recommendation
Reporting
K.
ENVIRONMENTAL AND RESETTLEMENT SAFEGUARD
Deliverables
Methodologies followed for Accomplishing the task
Gautam Buddha Airport
Resettlement Action Plan for Gautam Buddha Airport
Revised Estimated cost of Resettlement & Rehabilitation for the sub-Project
Present Status
Implementation Schedule of RAP of GBA
Capacity Building and Transfer of Skill
Destination Improvement of LDT
Status of Resettlement and Compensation at LDT
Reporting
L.
REPORTING
Main Report Part- I
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TA6504 REG
Main Report Part- I
LIST OF TABLES
A.4.1
D.5.1
D.5.2
E.1.3.1
E.2.1
E.2.2
E.3.1
E.3.2
F.6.1
F.7.1
F.8.1.1
F.8.1.2
F.8.3.1
F.8.4.1
G.4.1
G.7
K.4.1
K.5.1
K.7.1
L.1
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Team Members
Estimates for the three consultancy packages
Proposed Procurement package
Financing Plan by Expenditure Account- Nepal
Summary of Total Project Costs for Five Years
Summary of Three Years Proposed Budget
Projection of International and Domestic Aircraft Movement at GBA
Terminal Building space Requirement
Area for facilities at Domestic Terminal Building in GBA
Geometry parameters for Runway
Geometry parameters for Exit Taxiway
Tourist Arrival
Lumbini Centre Block 6
Summary of Resettlement Impacts
Revised Estimated Cost of Resettlement & Rehabilitation for the sub Project
Implementation Schedule
Reporting List
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LIST OF FIGURES
Fig. C-1
Fig. C-2
Fig. E-1
Fig. E-1
Fig. 4
Fig. 5
: Project Management Flow Chart

: Project Coordinate Unit and PMIUs
: Fund Flow
: The Historic Buddhist Region
: International Terminal Building of GBA (Ground Floor Plan)
: International Terminal Building of GBA (First Floor Plan)
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TA6504 REG
Appendix -1
Appendix -A-1
Appendix -B
Appendix -C-2
Appendix -C-2.1
Appendix C-4.1
Appendix C-4.2
Appendix C.5.3.1
Appendix C.5.3.2
Appendix C.5.3.3
Appenidx D-5
Appendix E-2.1
Appendix E-2.2
Appendix E-2.3
Appendix E-2.4
Appendix E-3.1
Appendix E-3.2
Appendix E-3.3
Appendix E-6
Appendix E-7
Appendix E-8
Appendix E-9
Appendix E-10
Appendix E-11
Appendix F-1.1
Appendix F-1.2
Appendix F-1.3
Appendix F-6.1
Appendix F-8-1.1
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Appendix F-8-1.2
Appendix F-8.2.1
Appendix F-8.2.2
Appendix F-8.2.3
Appendix F-8.2.4
Figure F-9-1.1
Figure F-9.1.2
Appendix F-11.1
Appendix F-11.2
Appendix G-2.1
Appendix G-5.1
Appendix G-5.2
Appendix G-9-1.1
Appendix G-9-1.2
Appendix G-9-1.3
Appendix G-9-1.4
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Main Report Part- I
APPENDICES
Terms of Reference
Contact Address
Consultations with Stakeholders
Organization Chart of LDT and Proposed Position of PMIU
Project Coordination committee in Project Organization Chart
Job Description (Project Coordinator)
Job Description (Project Director)
Work Schedule for PCU/ MoTCA
Work Schedule of Upgrading of Gautam Buddha Airport(PMIU/CAAN)
Work Schedule for Improvement in Lumbini/PMIU/LDT
Revised input of Consultants
Financing Plan by Expenditure Account-Nepal
PMIU/CAAN Project Cost for Five Years
PMIU/LDT Project Cost for Five Years
PCU Project Cost for Five Years
PMIU/CAAN Proposed Budget for Three Years
PMIU/LDT
Proposed Budget for Three Years
PCU Proposed Budget for Three Years
Imprest Account Format
Withdrawal Monitoring Register Format
Main Loan Register Format
Subsidiary Loan Register Format
Contract Ledger Format
Consolidate of Project Accounts Format
Conceptual Layout Plan of Gautam Buddha Regional International Airport
Terminal Area Development Plan of GBA
Project cost of GBA.
Air Traffic Data and Projection in GBA
Estimation of Annual International Aircraft Movement and floor area estimation of
International Terminal Building at Gautam Buddha Airport
Estimation of Annual Domestic Aircraft Movement and floor area estimation of
Domestic Terminal Building at Gautam Buddha Airport
Required Number of Parking Lots and Car Park Area
Water demand for Bhairawa Regional International Airport
Waste disposal demand for Bhairawa Regional International Airport
Sewage demand for Bhairawa Regional International Airport
Conceptual Ground Floor plan of GBA
Conceptual First Floor plan of GBA
Monthly Rainfall Data of GBA
Maximum and minimum Monthly Temperature of GBA
Amendments in Lumbini Development Project Area
Visitors Arrival in Lumbini
Country-wise Travel Trend in Lumbini 2008
Site Plan of Visitor information Center and layout plan
Floor & Root Plans of Visitor Information Center(Alt.2 Selected)
Elevations & Sections of Visitor information Center(Alt.2 Selected)
Elevations & Sections of Visitor information Center(Alt.2 Selected)

TA6504 REG
Appendix G-10.1
Appendix G-10.2
Appendix G-10.3
Appendix G-10.4
Appendix G-10.5
Appendix G-10.6
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Appendix G-10.7
Appendix G-10.8
Appendix G-10.9
Appendix G-11.1
Appendix G-11.2
Appendix G-13.1
Appendix G-13.2
Appendix G-14.1
Appendix H-1.1
Appendix H-2.1
Appendix H-3.1
Appendix H-4.1
Appendix H-4.2
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Appendix J-3.1
Appendix 2
Appendix 3
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Main Report Part- I
Location Plan of Public Utility 1& 2 in Central Link

Site Plan of Public Utility Block 1 & 2
Location Plan of Public Utility 3 & 4 in Central Link
Site Plan of Public Utility Block 3 & 4
Location Plan of Public Utility 5 in Sacred Garden
Location Plan of Drinking Water Fountain, Archeological site office, Public
Utility block and Dust bin in Sacred
Archeological Site office & Typical Utility Block 5
Concept Plan of Typical Utility Block
Septic Tank & Soak pit Details
Blow Up View of Dust Bin
Compost Facility for Perishables Solid Waste
Lumbini Destination Improprement Signage
Bench, Tree- well and Proposed Dust bin Details located in Central link
Parking Lot in Lumbini Center south Sector
Climatic Data
Land Use of the Project Area
WHS Review Panel Draft ToR
Outline TOR for Updating Lumbini Development Master Plan
Guidelines for Updating Lumbini Development Master Plan Development
Elements to be considered.
DOA's Letters (Unofficial Translation)
Persons Met
References

TA6504 REG
Main Report Part- I
ABBREVIATIONS
ADB
ANL
BRO
CAAN
CO
DDC
DFID
DOA
DSC
EA
EIA
FAA
FCGO
FG
FGIA
GoN
IA
IATA
INGO
JICA
LDA
LDT
MOF
MoTCA
NATHM
NGO
NPC
NSC
NTB
PCC
PCU
PMC
PMIU
PSC
RAP
SASEC
SGIA
SNV Nepal
STDC
STDF
STDS
TA
TIA
ToR
TRPAP
UNDP
UNESCO
VCF
VDC
VIC
Asian Development Bank

Acres Norr Lea Consult
Buddhist Religious Organization
Civil Aviation Authority of Nepal
Community Organization
District Development Committee
Department for International Development
Department of Archeology
Design Supervision Consultant
Executing Agency
Environmental Impact Assessment
Federal Aviation Authority
Financial Comptroller General offices
Functional Group
First-generation Imprest Account
Government of Nepal
Implementing Agency
International Airport Transport Association
International Non-Governmental Organisation
Japan International Cooperation Agency
Lumbini Development Area
Lumbini Development Trust
Ministry of Finance
Ministry of Tourism and Civil Aviation
National Academy of Tourism and Hotel Management
Nongovernmental Organization
National Planning Commission
National Project Steering Committee
Nepal Tourism Board
Project Coordination Committee
Project Coordination Unit
Project Management Consultant
Project Management and Implementation Units
Programme Steering Committee
Resettlement Action Plan
South Asia Subregional Economic Cooperation
Second-generation Imprest Account
Netherlands Development Agency
Sustainable Tourism Development Committee
Sustainable Tourism Development Fund
Sustainable Tourism Development Section
Technical Assistance
Tribhuvan International Airport
Terms of Reference
Tourism for Rural Poverty Alleviation Program
United Nations Development Programme
United Nations Educational, Scientific and Cultural Organization
Venture Capital Fund
Village Development Committee
Visitors Information Center (TIC- Tourism Information Center)

TA6504 REG
Main Report Part- I
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 ProjectNepal'.
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.

TA6504 REG
Main Report Part- I
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

TA6504 REG
Main Report Part- I
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.

TA6504 REG
Main Report Part- I
A.
GENERAL
A.1
Status of the TA
1.
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3.
4.
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).
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.
Ministry of Tourism and Civil Aviation (MoTCA) provided an office space in Tribhuvan
International Airport Improvement Project building for the consultants use.
ADBs 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
Director, Urban Development Division,
South Asia Department (SAUD),
Asian Development Bank,
P.O.Box: 789
0980 Manila, Phillipines
Fascimile No: (636) 636 2293
Tel: (632) 632 4444
E-mail Address: gcezayirli@adb.org
5.
Mr. Ron H. Slangen

Urban Development Specialist,
Urban Development Division,
South Asia Department,
Asian Development Bank,
Tel: +6326326270
E-mail Address: rslangen@adb.org
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)
Mr. Murari Bahadur Karki
Joint Secretary,
Project Coordinator, SATIDP-Nepal
Minstry of Tourism and Civil Aviation,
Singh Durbar, Kathmandu, Nepal.
Ph. 97714211620 Fax: 97714211758
Email: mkarky5@hotmail.com
Web: www.tourism.gov.np
CAAN(IA)
Mr. Murari Bhandari,
Project Director,
Gautam Buddha Airport Upgrading
Component. SATIDP-Nepal
Civil Aviation Authority Nepal
Babar Mahal, Kathmandu, Nepal
Ph. 9771426416, 9771426418, Ex.-12
Fax: 97714262516
Email: gauc@caanepal.org.np
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: pmu_ldt@lumbinitrust.org
Web: www.lumbinitrust.org

TA6504 REG
Main Report Part- I
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.

TA6504 REG
Main Report Part- I
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.
No.
1.
Specialist
Project Management/Team
Leader
Mr. Devendra Nath Gongal
2.
Procurement
Mr. Madan Shankar Shrestha
3.
Airport Engineering / Design

1. Mr. Tirtha Bahadur Joshi
2.
4.
Mr. Yajna Man Tamrakar
Financial Management
Mr. Pratap Prasad Pradhan
5.
6.
Heritage Upgrading/Conservation
1.
Mr. Jiba Raj Pokharel.
2.
Mr. Surya Bhakta

Sangachhe.
Communitybased heritage
Tourism
Mr .Rabi Jung Pandey
7.
Archaeological Impact
Assessment
Mr. Saphalya Amatya
8.
Environmental and Resettlement

Safeguards
Mr. Salil Devkota.
Responsibility
Capacity building of EA and IAs,
Formation
of
PCU
and
PMIUs,
Recruitment of management consultant,
develop project management system,
Coordinate the inputs of specialists, Apply
participatory approach, Reporting and
Training.
Documents
preparation
related
to
recruitment of consultants, goods and
services,
Training
and
hands-on
assistance to familiarize ADB procedure,
prepare consultants ToR, Finalization of
contract packages.
Update the existing draft Bhairahawa
Airport Master Plan, Engineering and
geotechnical surveys, design brief and
parameters, data basis for Bhairahawa
airport design. TOR for Management &
DSC. Project Management System.
Assist
in
financial
management
requirements, imprest accounts and
financial procedures, training to familiarize
ADB financial procedure.
Engineering and geotechnical surveys,
destination improvement, design brief,
parameters and safeguards for Lumbini
visitors center, ToR for upgrading of
Lumbini Development Area Master Plan.
TOR for Management and DSC.
Assist in design and implementing
community mapping, awareness raising,
social mobilization, Fostering Community
Participation and Heritage Management
and Tourism.
Archaeological impact assessment for
Bhairahawa
airport
and
Lumbini
destination improvement area, safeguard
buried archaeology, suggest future
research and changes in infrastructural
works.
Assist in finalizing EIA, resettlement plan
and Safeguard documents.

TA6504 REG
Main Report Part- I
A.4.2
TA Project Office
8.
MoTCA provided a furnished office space in TIA Development Project Office to the
th
consultants on 15 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:nc@wlink.com.np, 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

TA6504 REG
Main Report Part- I
C.
SECTORWISE PROGRESS
C.1
Project Management
10.
C.2
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.
The Executive and Implementing Agencies

11.
12.
13.
14.
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.
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.
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.
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.

TA6504 REG
Main Report Part- I
15.
16.
17.
18.
19.
C.3
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.
Lumbini Development Trust (LDT) is an autonomous, non-governmental and nonprofit 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.
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.
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.
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.

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

TA6504 REG
Main Report Part- I
C.4
Establishment of PCU and PMIUs

21.
22.
23.
24.
25.
26.
27.
C.5
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.
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.
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.
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.
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.
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.
Job description of the Project Coordinator and Project Directors have been prepared and is
given in Appendix C-4.
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)
10

TA6504 REG
Main Report Part- I
C.5.1
Coordination among PCU and PMIUs

29.
30.
C.5.2
Project Agreements
31.
32.
33.
C.5.3
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.
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.
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.
CAAN provided its comments on the interest rate and exchange rate risk of the loan
part of the agreement.
The Project Agreement was singed on 25.5.2010.

34.
35.
36.
37.
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.
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)
Project Management System has been established, put in place and practiced during
the TA period.
A draft ToR for WHS panel is attached in Appendix H-3.1
11

TA6504 REG
Main Report Part- I
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
12

TA6504 REG
Main Report Part- I
Fig C-2
Program and Budget

approve from MoTCA,
NPC & MoF
Consolidate Program
Budget Proposal
Approval of Plan &

Budget
Submit to ADB
Approval from
ADB
PROJECT COORDINATE UNIT
Submit to ADB
Budgeting
Consultant
Selection
Contractor
Selection
Disbursement
Documents
Monitor and Review of

Project Activities &
Progress
Consolidated
Report
Audit
Report
Disbursement
Documents
Planning
Submit to MoTCA and

NPC
Reporting
Construction
Supervision
MANAGEMENT AND IMPLEMENTATION UNIT (PMIUs)

Audit
Report
13

TA6504 REG
Main Report Part- I
C.6
Investigation and Surveys

38.
39.
40.
C.7
Familiarization of ADB Procedure

41.
42.
43.
44.
C.7.1
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.
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.
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.
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.
The first part, conducted on 22.1.2010, focused on i) Introduction of the Project and
TA ii) ADBs 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.
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.
Separate reports of the training programs were prepared and submitted to ADB.
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 implmentation
14

TA6504 REG
Main Report Part- I
Financial Management:
i.
Introduction of ADBs 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.
ii.
iii.
iv.
v.
vi.
vii.
ADB procurement principles

ADB Guidelines on Procurement of Goods
ADB Guidelines on Procurement of Works
Bid packaging
Prequalification
Bid Preparation
Bid Evaluation
Disbursement
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
Introduction about basic principles of ADB and OFIDs disbursement

procedures.
Explanation about the disbursement guidelines and principles of ADB
and OFID as prescribed in the respective guidelines of these
agencies.
Importance of the authorized signatories in submitting the withdrawal
applications and certification of the supporting documents.
Disbursement letter and its contents and the importance of the
disbursement letter in making withdrawals from the loan and grant
accounts.
Terms and conditions of Retroactive Financing.
Reallocation of loan and grant proceeds.
Cancellation and suspension of the loan and grant proceeds.
Disbursement procedures i.e. Direct Payment, Reimbursement,
Commitment, Replenishment of Imprest Fund.
Use of the irrevocable letter of credit and qualified letter of credit for
the import of goods.
Use of the Statement of Expenditures for disbursement of small
expenses.
Documents necessary for the submission of withdrawal applications.
15

TA6504 REG
Main Report Part- I
xii.
xiii.
xiv.
xv.
C.7.2
Community based heritage tourism

47.
48.
49.
50.
51.
C.7.3
Use of the Imprest Account (ADB) and the Revolving Fund (OPEC)
for making payments from these accounts.
Requirement of submitting the withdrawal application of OFID loan
proceeds to the Loan Administrator (ADB).
Description of the accounting records prescribed by the government
in maintaining the loan and grant records funded by donors.
Description of the project accounting format used for the submission
of audited project accounts.
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.
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.
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.
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.
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.
Project Awareness Program

52.
53.
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.
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.
16

TA6504 REG
Main Report Part- I
D.
PROCUREMENT
54.
Task
The TA intends to facilitate the Project Offices in Procurement activities which
include;
i)
ii)
iii)
iv)
v)
D.1
Provide hands-on assistance in preparing and finalizing all

documentation for recruitment activities for services, goods and civil
works in accordance with ADB guidelines
Finalization of contract packages their grouping and mode of
procurement.
Assist in finalizing the TOR for proposed project management and design
consultants.
Expedite project start up especially assist in recruitment of Project
Management Consultant for PCU.
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.
Assessment of PCU, PMIUs procurement capability

55.
56.
57.
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.
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.
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
PMC
67
Design
period
(months)
12
DSC/LDT
115
12
18
DSC/CAAN
18
208
12
24
International
(m/m)
National
(m/m)
Bidding
period
(months)
6
Construction
phase
(months)
24
17

TA6504 REG
Main Report Part- I
D.2
D.3
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.
Recruitment of consultants
60.
61.
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.
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
PMC/PCU
DSC/LDT
DSC/CAAN
62.
D.4
Notice published in
National Newspaper
11 March,2010
5 April,2010
2 April,2010
Notice published in
ADB web site on
12 March, 2010
8 April, 2010
8 April, 2010
EOI submission
dead line
10 April, 2010
7 May, 2010
7 May, 2010
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 subconsultants were hired.
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
18

TA6504 REG
Main Report Part- I
64.
65.
D.5
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.
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.
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.
Preparation of RFP for selection of Consultants

66.
67.
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.
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 consultants 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
Remuneration
Out of pocket
Contingencies
Provisional sum
Total
Grand total
68.
PMC
(US$)
348000
79533
42753
57333
527619
DSC/LDT
(US$)
700000
100720
80072
57333
938125
3545949
DSC/CAAN (US$)
1304000
482853
178685
114667
2080205
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.
19

TA6504 REG
Main Report Part- I
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.
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.
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:
70.
71.
Table D.5.2
Proposed Procurement package
Project
Unit
Procurement
packaging
1.Civil works,
Package 1
No. of
lot
Lot 1
Cost of
Package
$ 12.98
million
Mode of
procurement
ICB
Lot 2
$ 4.62
million
ICB
2. Civil works
Pacakge 2
1 Lot
$ 8.13
million
ICB
3. Equipment,
Package 1
Lot 1
$1.37
million,
$0.37
million
$0.30
million
$4.68
million
$2.52
ICB
PMIU/
CAAN
Lot 2
Lot 3
4. Equipment
Package 2
Lot 1
Lot 2
ICB
Nature of work
Earth
work
and
pavement of runway,
taxiway and apron.
Airport periphery road,
Ghagra
Khola
diversion,
road
diversion, CFR road,
fencing and storm
water drainage.
Water supply and
sewerage
system,
international
/
domestic
terminal
building, control tower
and other buildings,
landscaping
CFR vehicles
ICB
X ray and security

equipment
Meteorological
equipment
Navigation equipment
ICB
Communication
ICB
20

TA6504 REG
Main Report Part- I
PMIU/
LDT
E.
1.Civil works
Package 1
1 Lot
million
$2.048
million
ICB
equipment
Visitors
information
center, road, utility
blocks,
bus
park,
walkways,
water
supply, solid waste
management, signage
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.
75.
E.1.2
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.
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.
Civil Aviation Authority of Nepal (CAAN)

76.
77.
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.
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
21

TA6504 REG
Main Report Part- I
78.
79.
80.
81.
82.
83.
84.
85.
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.
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.
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
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.
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. TIAs 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.
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
st
have also provided 1 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).
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
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.
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
22

TA6504 REG
Main Report Part- I
86.
87.
E.1.3
already worked in ADB funded TIA project. The project will benefit from his
experience.
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.
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.
Lumbini Development Trust, LDT

88.
89.
90.
91.
92.
93.
94.
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.
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.
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)
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.
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.
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 Generals Office (FCGO) of the government. He is a second
class Under Secretary staff of the government.
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
23

TA6504 REG
Main Report Part- I
95.
96.
97.
98.
matter was discussed with the Finance Controller. He has agreed to initiate action to
hire the new accountant.
LDTs 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.
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.
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.
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.
1
Activities
Hiring of an accountant. (Commerce graduate with exposure to
computer operating system and some working experience is
preferable).
Execution of the internal audit of the books of account for FY
2009/10. This function will be outsourced to a registered auditor
having experience of auditing the accounts of the government or
NGO.
Purchase of two computers for the finance section. It is essential
to have three computers for the finance section including the
ADB project.
Update Financial Administration Bylaws 2058. The amendment
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.
Computerization of the accounting system. LDT is not a big
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.
Adopt commercial accounting system. The system should be
appropriate for a Non Governmental Organization.
Activity Dates
July 2010
Provide training to the accounting staff on the computerized

accounting system.
April-June 2011
Carry out financial management improvement activities in

consultation with the PCU Financial Management Expert of the
project.
July
2015
September 2010
September 2010
July 2011
July 2011
July 2011
2010-June
24

TA6504 REG
Main Report Part- I
E.2
Financing Plan
99.
100.
101.
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.
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.
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
GoN
ADB
Grant
USD
NRs
ADB
Loan
USD
NRs
OFID
Loan
USD
NRs
5,714
429,685
15%
15%
5,411
406,915
14%
14%
12,035
905,049
32%
32%
14,986
1,126,963
39%
39%
38,146
2,868,611
82%
82%
290
21,811
11%
11%
2,332
175,383
89%
89%
0
0
0%
0%
0
0
0%
0%
2,622
197,194
6%
6%
0
0
0%
0%
555
41,761
100%
100%
0
0
0%
0%
0
0
0%
0%
555
41,761
1%
1%
0
0
0%
0%
774
58,167
100%
100%
0
0
0%
0%
0
0
0%
0%
774
58,167
2%
2%
0
0
0%
0%
3,667
275,721
100%
100%
0
0
0%
0%
0
0
0%
0%
3,667
275,721
8%
8%
6,004
451,495
13%
13%
12,739
957,947
28%
28%
12,035
905,049
26%
26%
14,986
1,126,963
33%
33%
45,764
3,441,454
98%
98%
720
54,144
100%
100%
0%
0%
720
54,144
2%
2%
12,755
959,193
27%
27%
32%
32%
46,484
3,495,598
100%
100%
USD
NRs
A
Connectivity
Bhairahawa
Airport
Upgrading
Heritage Site
Improvements
Subtotal
Heritage Site
Improvement
Support to
Community
Participation,
Capacity
Building &
Project
Management
Community
Participation &
Awareness
Capacity
Building
Project
Management
Total Project
Costs
Interest During
Implementation
Total
Disbursement
Amount in USD/NRs '000

% of
Total
%
Total
Exp
USD
NRs
6,004
451,495
13%
13%
12,739
957,947
27%
27%
14,986
1,126,963
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.
25

TA6504 REG
Main Report Part- I
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
2010/11
2011/12
2012/13
2013/14
2014/15
2067/68
2068/69
2069/70
2070/71
2071/72
2,351
9,917
16,946
11,009
143
LDT
567
1,687
1,810
622
MoTCA
Interest
Capitalization
Total Project
Costs
179
119
119
119
CAAN
Year 1
Year 2
Year 3
Year 4
Year 5
2010/11
2011/12
2012/13
2013/14
2014/15
2067/68
2068/69
2069/70
2070/71
2071/72
40,366
176,829
745,754
1,274,337
827,888
10,738
3,035,546
104
4,791
42,646
126,882
136,118
46,795
7,840
360,281
71
607
13,487
8,926
8,926
8,926
5,364
45,628
Total
USD
720
3,098
11,723
18,875
11,750
318
46,484
Total
NRs
54,144
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
26

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Main Report Part- I
E.3
102.
Financial Comptroller Generals office (FCGO) is the controller of fund at the central
level. It releases budget to the projects through its District Treasury and Controllers
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
Step1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Particulars
Submission of request for budget allocation to the Ministry of
Finance (MoF). Budget request is prepared for three years. The
budget request should show the funding sources of the project
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
Parliament. Annual national budget is approval by the Parliament.
Issue of the authority letter to the project for spending the budget
allocated and approved for the project. The Project Coordinator of
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
of funding, donors loan and grant amount reimbursable to the
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
release to CAAN and LDT is segregated into government share of
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
are transferred to the government treasury from the imprest
account.
PMU submits withdrawal application to ADB for replenishment of
the imprest account or for reimbursement to the government
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)
with CAAN.
In the case of LDT, unspent balance is refunded to the
government. Government disburses fund to LDT based on the
annual work plan.
Time Frame
March - April
July
July - August
Throughout the
Year
Throughout the
Year
Throughout the
Year
Throughout the
Year
Throughout the
Year
27

TA6504 REG
Main Report Part- I
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
Grant
Loan
Loan
Grant
Loan
Loan
Total
GoN
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
Sub
Total
LDT
1,616
3,296
6,191
5,843
16,946
121,546
247,842
465,541
439,408
1,274,337
5,364
6,118
9,443
8,290
29,214
403,385
460,046
710,118
623,371
2,196,920
Year 1
567
567
42,646
42,646
Year 2
1,687
1,687
GoN
126,882
126,882
Year 3
Sub
Total
MoTCA
1,810
1,810
136,118
136,118
4,064
4,064
305,646
305,646
Year 1
179
179
13,487
13,487
Year 2
119
119
8,926
8,926
Year 3
Sub
Total
119
119
8,926
8,926
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
28

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Main Report Part- I
Fund Flow
29

TA6504 REG
Main Report Part- I
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.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
107.
Introduction about ADBs support areas i.e. loan, grant and other
technical support.
Lending criteria of ADB fund to the member nations i.e. government
or private sector
Basic principles of disbursement of fund to the borrower
Loan documents e.g. financing agreement, project agreement,
subsidiary financing agreement
Loan milestone dates i.e. approval, signing, effectiveness, project
completion and loan closing
Project accounting requirements of the borrower
Basic requirements for disbursements once the loan becomes
effective
Requirement for the submission of audited project accounts and the
audited financial statements.
Disbursement procedures e.g. reimbursement, direct payment,
imprest account, SoEs
Imprest account procedures (first generation and second generation
imprest accounts)
Audit, review and suspension of imprest account
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.
ii.
iii.
iv.
v.
vi.
vii.
Introduction about basic principles of ADB and OFIDs disbursement

procedures.
Explanation about the disbursement guidelines and principles of ADB
and OFID as prescribed in the respective guidelines of these
agencies.
Importance of the authorized signatories in submitting the withdrawal
applications and certification of the supporting documents.
Disbursement letter and its contents and the importance of the
disbursement letter in making withdrawals from the loan and grant
accounts.
Terms and conditions of Retroactive Financing.
Reallocation of loan and grant proceeds.
Cancellation and suspension of the loan and grant proceeds.
30

TA6504 REG
Main Report Part- I
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
E.5
Government Recording Procedures of Loan and Grant

108.
109.
E.6
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
Withdrawal Monitoring Register

111.
E.8
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 Generals 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.
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.
Imprest Account Ledger

110.
E.7
Disbursement procedures i.e. Direct Payment, Reimbursement,

Commitment, Replenishment of Imprest Fund.
Use of the irrevocable letter of credit and qualified letter of credit for
the import of goods.
Use of the Statement of Expenditures for disbursement of small
expenses.
Documents necessary for the submission of withdrawal applications.
Use of the Imprest Account (ADB) and the Revolving Fund (OPEC)
for making payments from these accounts.
Requirement of submitting the withdrawal application of OFID loan
proceeds to the Loan Administrator (ADB).
Description of the accounting records prescribed by the government
in maintaining the loan and grant records funded by donors.
Description of the project accounting format used for the submission
of audited project accounts.
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
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
31

TA6504 REG
Main Report Part- I
E.9
Subsidiary Loan/Grant Register

113.
E.10
Contract Ledger
114.
E.11
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
Project Account
115.
116.
E.12
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 AppendixE-9
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.
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
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.
32

TA6504 REG
Main Report Part- I
ix.
118.
119.
120.
The account may be opened at the Central Bank of the borrowers

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 donors 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.
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.
(i)
(ii)
(iii)
Imprest Accounts
First Generation ADB loan
First Generation OFID loan
First Generation ADB grant
MoTCA
CAAN
(i)
(ii)
(iii)
Second Generation ADB loan

Second Generation OFID loan
Second Generation ADB grant
LDT
(iii)
Second Generation ADB grant
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.
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.
33

TA6504 REG
Main Report Part- I
E.13
Internal Audit
121.
122.
123.
E.14
Final Audit
124.
F.
All three agencies of the project have provisions for conducting the internal audit of
the books of account.
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
CAAN has in house internal audit and assurance department. However this function
has been currently outsourced to an audit firm.
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.
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.
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.
34

TA6504 REG
Main Report Part- I
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
xvi.
xvii.
New Control Tower building in between the proposed international and

domestic terminal building.
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.
Equipment yard for international aircrafts is planned at the north side of
the international apron.
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.
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
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.
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.
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.
Separate car parking space in front of the international and domestic
terminal buildings.
The existing interior road is modified and planned with a seven meter
wide road having a separate entry and exit gates.
Security gates will be installed at the entry points to the apron area.
Space for Customs / Cargo building is planned adjacent to the public
road towards the north east corner of the international apron.
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.
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.
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
35

TA6504 REG
Main Report Part- I
xviii.
F.2
Projection of air traffic movement at GBA

127.
F.3
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.
Existing air traffic movement at GBA

128.
129.
F.4
also been diverted along the western boundary of airport and connects
with the existing road in the south of airport.
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.
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.
Foreign passenger movement (exclusive of Indian Tourist) occupies very small
proportion (2.5 to 6.50%) of total passenger movement at this airport (Appendix F6.1). 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.
Basis for Air Traffic Movement Projection

130.
131.
132.
133.
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
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.
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.
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.
36

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Main Report Part- I
134.
F.5
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.
Assumption in Air Traffic Movement projection

135.
136.
137.
138.
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 20092014, 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
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.
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.
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

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

Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
140.
F.7
Domestic
Air
Passenger
60,882
63,926
67,122
70,479
74,002
77,703
81,588
89,746
98,721
108,593
119,453
131,398
144,538
151,764
159,353
167,320
175,686
184,471
193,694
203,379
213,548
Generated International
Air Passenger
Foreign
Indian
4,879
17,392
18,348
19,357
20,422
21,545
22,730
24,321
63,331
26,024
67,764
27,846
72,507
29,795
77,583
31,880
82,238
34,112
87,172
36,841
93,274
39,788
99,803
42,971
106,790
46,409
114,265
50,122
122,263
54,132
130,822
58,462
139,979
63,139
149,778
Diverted
International
Passenger
236,055
245,498
255,317
265,530
276,151
287,197
298,685
310,633
323,058
335,980
349,420
363,396
377,932
393,049
Total
International
Passenger
4,879
17,392
18,348
19,357
20,422
21,545
22,730
323,707
339,285
355,670
372,908
390,270
408,482
428,800
450,224
472,819
496,654
521,805
548,350
576,374
605,966
Total
Passenger
Movement
65,761
81,318
85,471
89,836
94,425
99,248
104,318
413,454
438,006
464,264
492,360
521,667
553,019
580,565
609,577
640,139
672,341
706,275
742,044
779,752
819,514
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.
Projection of International and Domestic Aircraft movement at GBA

141.
142.
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.
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.
38

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Main Report Part- I
Table F-7.1 : Projection of International and Domestic Aircraft movement at GBA

Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
143.
Domestic aircraft movement

3,761
3,949
4,147
4,354
4,572
4,800
5,040
5,343
5,663
6,003
6,363
6,745
7,149
7,650
8,185
8,758
9,372
10,028
10,729
11,480
12,284
Design Parameters
F.8.1
Terminal Building Space Requirement
145.
146.
2,024
2,122
2,224
2,332
2,359
2,469
2,471
2,594
2,704
2,840
2,962
3,113
3,224
3,341
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
144.
International aircraft movement
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.
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.
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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Main Report Part- I
Table: -F-8.1.1
Annual international passenger for 2020
Arrivals and departures are equal in both cases
Peak Hour international passenger volume
Domestic Arrivals
Domestic Departures
Peak hour
arrival and
departure
passenger
100 peak
hour pax.
Facility
Unit
space
required
in Sq.m
Unit in
Sq. m.
408,482
2
2
0.95
0.95
100
100
2
2
2
2
1.70
1.42
4.57
1.52
100
100
100
100
1.52
100
2
2
2
0.48
0.28
11.05
Total
100
100
100
Total floor area required

147.
148.
149.
million
400
200.00
200.00
Total space
required in
100 Sq.m
Total
space
required in
Sq.m
1.9
1.9
0.95
190.00
95.00
3.4
9.14
3.04
3.4
2.84
9.14
3.04
340.00
284.00
914.00
304.00
3.04
3.04
304.00
0.96
0.56
22.1
44.14
1.92
1.12
44.2
71.55
192.00
112.00
4,420.00
7,155.00
Domestic
Arrivals
Ticket lobby
Baggage claim
Waiting and
assembly
Visitor waiting
Airline operation
Eating facilities
Kitchen and
storage
Other
concessions
Toilets
Circulation
0.41
Departures
0.95
2.84
0.96
0.56
22.1
27.41
7,155
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.
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.
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)
40

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Main Report Part- I
Table F.8.1.2: Area for facilities at Domestic Terminal Building in Gautam Buddha Airport
Annual domestic passenger for 2020
Arrivals and departures are equal in both cases
Peak Hour domestic passenger volume
Domestic Arrivals
Peak hour
arrival and
Unit
departure
space
Facility
Unit
passenger required
100 peak
in Sq.m
hour pax.
144,538
150.
F.8.2
million
158
79.00
Domestic
Arrivals
Ticket lobby
Baggage
claim
Waiting and
assembly
Visitor
waiting
Airline
operation
Eating
facilities
Kitchen and
storage
Other
concessions
Toilets
Circulation
0.14
Departures
0.7505
Total
space
required in
100 Sq.m
Total
space
required
in Sq.m
0.7505
75.05
0.37525
37.53
1.343
134.30
1.1218
112.18
0.79
0.95
100 sq.m
0.79
0.95
100 sq.m
0.79
1.70
100 sq.m
0.79
1.42
100 sq.m
0.79
4.57
100 sq.m
3.6103
3.6103
361.03
0.79
1.52
100 sq.m
1.2008
1.2008
120.08
0.79
1.52
100 sq.m
1.2008
1.2008
120.08
0.48 100 sq.m

0.3792
0.28 100 sq.m
0.2212
11.05 100 sq.m
8.7295
Total
10.82695
Total floor area required
0.3792
0.2212
8.7295
17.4353
0.7584
0.4424
17.459
28.26225
2,826
75.84
44.24
1,745.90
2,826.23
0.79
0.79
0.79
0.37525
1.343
1.1218
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.
Car parking and Utility requirements

151.
152.
153.
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 visitors 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)
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)
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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Main Report Part- I
154.
F.8.3
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).
Design Parameter of Runway

155.
156.
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
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
Length
2,600 m
3,700 m length
and 300 meter
width
Width
45 m
Shoulder
7.5 m wide (2x7.5)
Longitudinal Slope (%)
0%
Transverse Slope
1.5% for runway
2.5% for shoulders
157.
158.
159.
F.8.4
RESA
300 m length and
90 m width on
each
end
of
runway
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.
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.
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.
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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Main Report Part- I
Table F-8.4.1: Geometry Parameters for Exit Taxiway

Particulars
Taxiway
Length
145 meter
Width
23 m
Shoulder
10.5 meter wide (2x10.5)
Taxiway and shoulder
width
Longitudinal Slope (%)
Transverse Slope
161.
F.8.5
Taxiway Strip
Strip width : 95 m (2x47.5 m)
Graded portion of T/W strip: 44 m
(2x22 m)
44 meter
0%
1.5% for taxiway
2.5% for shoulders
2.5% on graded portion
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.
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
43

TA6504 REG
Main Report Part- I
vii.
viii.
ix.
inbound international passengers enter to the arrival hall and proceeds

towards the immigration counters.
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.
Inbound international passengers after having picked up their luggages
passes though the custom area and X ray machine and gets off the
terminal.
Inbound and outbound cargo get pallatad and depalleted in the service
apron area and are transported to the customs / cargo building in
transport vehicles.
44

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Fig.- 4
45

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Main Report Part- I
Fig.- 5
Fig 5
Refer to PSD File
46

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Main Report Part- I
F.9.2
Domestic Terminal Building

164.
165.
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.
The following are the preliminary listing of the requirement to be considered during
upgrading of this building:
i)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)
x)
xi)
F.10
Equipments
166.
F.11
The list of equipments to be procured is included in the procurement package Table

D.5.2
Meteorological data
167.
G.
Minimum of eight airline counters

Conveyor belt behind the airline counters for outbound luggage
Conveyor belt and carousel for inbound luggage in the arrival hall.
Room for security check up for male female passengers
Coffee shops in checking and departure halls.
Space provision for installation of X Ray machines at the entrance of the
domestic terminal building in ground floor.
CAAN offices and Airline offices in first floor.
Restaurant in First floor.
Souvenir shops
Adequate space planning in checking, departure and arrival halls.
Toilets
Meteorological data of GBA from 1999 to 2008 is attached in Appendix F-11.1 and
in Appendix F-11.2.
DESTINATION IMPROVEMENT IN LUMBINI

168.
Task
i.
ii.
iii.
iv.
G.1
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
Identify locations and prepare site plan of the proposed tourist
infrastructures facilities such as potable water supply, sanitation, solid
waste management arrangements and signage.
Topographical and Construction Material survey and geotechnical
investigations.
Support LDT in preparation of a Management Plan of Lumbini Complex
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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Main Report Part- I
G.2
The Visitor Information Centre

170.
G.3
Infrastructure improvements
171.
G.4
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.
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
Observation and Recommendation

172.
173.
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.
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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Main Report Part- I
174.
G.5
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.
Tourist Flow Increase in Lumbini

175.
176.
G.4.1
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.
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
Tourist flow Projection

177.
Year
1. 2014 AD
2. 2020 AD
3. 2029 AD
Visitors arrival in total

1,112,971(Domestic, Indian, and International tourists)
930,069
(domestic only)
1,588,256 (Domestic, Indian, and International tourists)
1,319,321
(domestic only)
2,947,326(Domestic, Indian, and International tourists)
2,425,518
(domestic only)
Table G.4.1
tourist arrival
Average
daily in
Average
Peak
daily in Lean
season
period (25%)
(75%)
Year
Domestic
Tourists
Indian
Tourists
Foreign
Tourists
Total
Average
daily
2008
525,000
51,750
82075
658,825
1805per
/day
2331per/day
1077 per/day
2009
577,500
54,338
86959
718,797
2010
635,250
57,054
91742
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
per/day
3938
vis./day
1819 vis.
/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
784,046
1,112,971
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Main Report Part- I
2020
1,319,321
98,374
170561
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
2029
G.6
4352
per/day
5619
vis./day
2596 vis./day
8075
per/day
10427
vis./day
4816 vis./day
2,751,560
[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 )]
Public Private Participation

178.
179.
G.7
1,588,256
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.
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.

180.
An indicative comparative spatial arrangements of the proposed TIC (RRP) &

selected modular option is given below (Table G.7)
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Main Report Part- I
Table G.7
Tourist Information Centre TIC) 514.

m2 (As per Master Plan)
Maximum Visitor/day:2,500-3,000
(design basis in 1978 was the horizon
year 1985)
Seminar Rooms
Library
Rest Rooms
Staff Rooms
Circulation
Reception & Lobby

Store
AC Cabinet
Total
108 m2
28m2
50 m2
132 m2
2 units
168 m2
16m2
12m2
514m2
Lumbini Centre Block 6 ( SIZE 66.75 meter x 18.75 meter)

Visitor Information Centre (VIC)
As per proposed VIC option 2, 2175 m2
1,000. m2 (As per RRP)
Maximum Visitor/day
Maximum Visitor/day:10,400 (as per visitor
forecast in the horizon year 2029)
Seminar Rooms
Library
Rest Rooms
Staff Rooms
Circulation
Reception & Lobby
300m2
100 m2
30 m2
50 m2
200 m2
320 m2
4 units
3units
Total
1000 m2
2 units
Seminar Rooms
297 m2
Multi purpose
hall
Library
Rest Rooms
Staff Rooms
Circulation
96 m2
Reception & Lobby
98 m2
64 m2
72 m2
1081 m2
2 units
Remarks
With Audio- Visual

facilities
2 units
Including 498 m2
front arcade**and
134 m2 back
service corridor in
Gr. Floor of VIC
443 m2
Store
12m2
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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Improving Connectivity and Destination Management o

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181.
General characteristics
i.
ii.
iii.
66.75m x 18.75m
1215 m2
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
Size
Plinth Area
Usable area
Design Brief of Destination Improvement Components

183.
184.
185.
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
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
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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Main Report Part- I
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

187.
188.
189.
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, dos and donts and a
small souvenir shop facility.
ii.
Interaction with the tourist by way of two seminar rooms and one multipurpose 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
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.
Space Distribution is as follow:
i. Ground Coverage:
ii. Ground Floor Area: Same as (GC)
iii. Circulation Area
a. Front Arcade
:
b. Service Corridor :
c. Main Stair 2 Units:
d. Service Stair 1 Unit:
Total
iv. Usable Space
a. Reception Cum Lobby :
with Ticket Counter1 Unit:
b.
Public Rest Room 2 Unit :
Total
=
=
1215 m2
1215 m2
(100%)
=
=
=
=
=
498 m2
134 m2
96 m2
12 m2
740 m2
(61%)
=
=
=
443 m2
32 m2
475 m2
(39%)
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Main Report Part- I
190.
G.10
960 m2
(100%)
=
=
=
=
96 m2
233 m2
12 m2
341 m2
(35 %)
ii. Usable Space Area

a.
Library:
b.
Staff Room 2 :
c.
Seminar Hall (Audio Visual Room
d.
Projector room
e.
Multipurpose hall
f.
Store
g.
Public Rest Room 2 Unit:
Total
=
=
=
=
=
=
=
=
98 m2
72 m2
297 m2
12 m2
96 m2
12 m2
32 m2
619 m2
(65%)
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)
Introduction of a solid waste collection, transportation and disposal system

192.
193.
194.
G.12
Infrastructure improvements
191.
G.11
First Floor
i. Circulation Area
a. Main Stair 2 Units :
b. Corridor/Lobby
:
c. Service Stair 1 Unit :
Total
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
dos and donts in the site with regard to waste disposal.
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.
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 windrow 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.
Provision of water and sanitation facilities for tourists

Localized source based Water Supply for Tourists:
195.
196.
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).
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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Main Report Part- I
G.13 Footpath and landscaping including signage

197.
G.14
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
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.
H.
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.
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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Main Report Part- I
203.
Lumbini, in Nepal, is a part of the Footsteps of Buddha Circuit. It is the main

attraction in South Asias 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
57

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Main Report Part- I
.
H.2
Kenzo Tanges Master Plan an Overview

206.
207.
208.
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)
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.
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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Main Report Part- I
Fig. H.1
59

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Main Report Part- I
209.
210.
211.
212.
H.3
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:
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.
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.
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.
Observation and basis of TOR and Guidelines for upgrading the Master Plan
213.
214.
215.
216.
217.
218.
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
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.
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.
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.
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.
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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Main Report Part- I
219.
220.
H.4
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.
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.
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
Concept for TOR

221.
222.
223.
224.
225.
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.
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.
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.
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.
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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Main Report Part- I
ix.
226.
H.5
Outcome
227.
228.
229.
I.
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
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.
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.
Surrounding VDCs in the form of community based development plan.
Institutional and legal aspects in the form of organizational and management plan
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 ADBs 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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231.
232.
233.
234.
235.
236.
237.
238.
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.
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.
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.
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.
Local and nongovernmental organizations (NGOs) and microfinance service
providers experienced in similar schemes are envisaged to be involved as needed.
For this, Nepals 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.
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.
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.
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.
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
240.
241.
242.
243.
244.
245.
demonstration schemes for heritage-based tourism

livelihood generation in the surrounding communities
continuing for 5 (over the project period) years
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.
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 pooroftentimes the provider of the services or
tourism products to be soldand 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.
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
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.
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
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.
ii.
iii.
iv.
v.
J.1
Investigation
247.
248.
J.2
Conduct archaeological impact assessment for Bhairahawa airport upgrading

and Lumbini destination improvement
Execute sampling excavation and assess the significance of the materials
found, propose mitigation measures to safeguard buried archaeology and
suggest future research activity
Assess risks to these archaeological materials by the proposed infrastructure
and suggest changes to the infrastructural works
Ensure that environmental and social (including resettlement) considerations
are dealt as per the legal compliance of GoN and ADB.
Identify suitable mitigation measures and prepare environmental mitigation
plan.
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.
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.
Finding and Recommendations

249.
250.
251.
252.
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
The teams 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.
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.
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
65

TA6504 REG
Main Report Part- I
253.
J.3
Reporting
254.
K.
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.
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 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)
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.
258.
K.2
For Gautam Buddha Airport

1. Environmental Impact Assessment Document of Gautam Buddha Airport
(GBA) Bhairahawa
2. Preparation of Updated Resettlement Action Plan for GBA
For Lumbini
1. IEE for Lumbini including updated EMP
2. Assessment of Land Acquisition Requirements
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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Main Report Part- I
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.
261.
262.
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
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.
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) socioeconomic 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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TA6504 REG
Main Report Part- I
263.
264.
265.
K.4
vii. Develop EMP and Environmental Auditing Plans associated with the
project construction and operation phase.
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.
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.
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.
Resettlement Action Plan for Gautam Buddha Airport

266.
267.
268.
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.
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.
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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TA6504 REG
Main Report Part- I
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
Impacts on Land
Permanent Agricultural Land to be Acquired
Permanent Residential Land to be Acquired (ha)
Permanent Commercial Land to be Acquired (ha)
Affected Persons (APs)
Households affected by loss of agricultural land (APs in
bracket)
Households affected by loss of residence (APs in bracket)
Non-titled APs
Loss of Livelihood
Households losing agricultural income from farming their
own land (APs in bracket)
Agricultural laborers
School Staff*
Vulnerable Affected Households
BPL households (APs in bracket)
Female-headed AH (APs in bracket)
Households losing 100% land holdings
Affected Structures
Affected Houses
Affected Commercial Structures
Affected Trees/Crops
Fruit Trees
Timber Trees
Other Affected Assets
Bore wells
Pump shed
Cowsheds
Affected Common Property Resources (Shrine)
Household Characteristics
Average Family Size
Average Household Monthly Income (NRs)
Primary source of income
Average Household Monthly Expenditure (NRs)
*No loss of livelihood is envisaged as these employees/staff
(17 for the schools) will be employed relocated schools.
270.
GBA Sub-project
94.80 ha (590 plots)
93.83
0.34
0.63
292(1,752)
17(102)
0
292(1,752)
98
0
45(270)
12(72)
94(564)
17
2 (schools)
80
70
55
4
6
1
6
8,338
Agricultural
6,528
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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TA6504 REG
Main Report Part- I
K.5
Revised Estimated Cost of Resettlement & Rehabilitation for the sub-project
Table K.5.1
S.N
1
2
3
4
5
Description
Unit
Quantity
Amount
(NRs)
196000000
Remarks
Compensation for
private land
Transfer fee
Bigha
140
11760000
6% of the
total land
purchase
cost
Residential
structures
Schools
Community
structure (Shrine)
no.
17
250000
4250000
no.
no.
2
1
3000000
306000
6000000
306000
Bore wells
no.
55
165000
9075000
7
8
9
Sheds
Trees
Displacement
allowances
Rehabilitation
measures
Implementation
and management
no.
no.
no.
6
150
19
85000
3000
15750
510000
450000
299250
no.
151
25000
3775000
Lump
sum
4000000
12
Monitoring and
evaluation
Lump
sum
1125000
13
Administrative
cost
Sub-Total
Contingencies @
10%
Grand Total
10
11
Note:
Same as
Original
RP
Same as
Original
RP
Same as
Original
RP
Same as
Original
RP
1930500
239480750
23948075
In USD (million)
263428825
3.559
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.
K.6
Rate/Unit
(NRs)
1400000
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.
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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TA6504 REG
Main Report Part- I
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.
274.
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.
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

Activities
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
May
2010
Months (May 2010- Jan 2011)

Sept Oct Nov Dec
Jan
2011
June
July
August
TBD*
TBD*
TBD*
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
71

TA6504 REG
Main Report Part- I
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.
277.
278.
279.
280.
K.10
Status of Resettlement and Compensation at LDT

281.
282.
283.
K.11
The proposed construction at LDT doesnt 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).
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.
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.
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.
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.
Under this component, the environmental and resettlement safeguard specialists

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.
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).
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.
Reporting
273.
A separate report on EIA and RAP, as was required as part of the TA has been
prepared.
72

TA6504 REG
Main Report Part- I
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
No.
Report
1.
Inception Report
2.
Interim Report
3.
Draft Final Report
4.
Final Report
5.
6.
7.
8.
9.
Technical Report no.1

Draft Documents for procurement of
works and goods, and for recruitment
of project consultants
Technical Report no.2 Geotechnical

and other survey Reports.
Archaeological impact assessment
Report.
Environment impact assessment
Report.
Social safeguard and resettlement plan
Report.
10.
Monthly Reports
Deadline
Within 5 weeks after the
commencement of the
service. (19 Oct, 2009)
Within 6 months after the
commencement of the
service. (15 March, 2010)
Within 7.5 months after the
commencement of the
service(30 April, 2010).
Within 2 weeks after receiving
comments on Draft Final
Report
With Final Report.
Status
Submitted
Submitted
Submitted
Submitted
Draft Documents for

procurement of for
recruitment of project
consultants
Submitted
Submitted
With Final Report.

Submitted
With Final Report.
Submitted
With Final Report.
Submitted
With Final Report.
Within third weeks of each
month. (22th day of the every
month) except for the months
when the dates of other
reports coincide.
Submitted regularly
(total five reports)
73

TA6504 REG
Appendices
Main Report Part- I

TA6504 REG
Main Report Part- I
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)
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.
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
Project management/team leadership
Procurement
Airport engineering/design
Heritage Upgrading Specialist/Conservation Architect
Community-based heritage Tourism
Archaeological Impact Assessment
Environmental and resettlement safeguards
Total
Man Months
8
7
12
6
10
5
4
7
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
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.
Assist in formation of project management and implementation units with optimal managerial
and technical personnel structure with related terms of reference.
Conduct training for the key staff to familiarize them with ADB procedures.
Assist in developing project management systems and procedures.
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
Provide hands-on assistance in preparing and finalizing all documentation for recruitment of
consultants for project management, detailed design, and construction supervision.
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

TA6504 REG
Main Report Part- I
(ix)
(x)
(xi)
(xii)
(xiii)
detailed designs and estimates for the Bhairahawa airport upgrading component.
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.
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.
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.
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
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.

TA6504 REG
Main Report Part- I
Appendix- A-1
Contact Address
1
2.
3.
4.
5.
6.
7.
8.
Mr. Rajan Krishna Aryal

Ast. Secretary
Singh Durbar, Nepal
Tel : +977-1-4211870
Fax : +977-1-42111758
Mr. Murari Bahadur Karky, Joint Secretary
Project Coordinator, (PCU, SATIDP- Nepal)
Singh Durbar, Nepal
Tel : +977-1-4211620
Fax : +977-1-42111758
Email : mbkarky@yahoo.com
Rabi Shah, Senior Divisional Engineer,
Procurement Officer, (PCU, SATIDP- Nepal)
Tel: Tel : +977-1-4211711
Email : rabibshah@gmail.com
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 : Bkeshabprasad@yahoo.com
Mr. Krisna Gopal Shrestha, Under Secretary (Acc.)
Financial Officer, (PCU, SATIDP- Nepal)
Singh Durbar, Nepal
Tel : +977-1-4211596
Fax : +977-1-42111758
Ministry of Federal Affairs, Constituent Assembly, Parliamentary Affairs and Culture.
Mr. Minendra Rijal, Minister,
Chairman, Lumbini Development Trust, Nepal
Scared Garden, Lumbini, Nepal
Tel: +977-1-4211792
Fax : 977-1-4211873
Mobile : 985032339
Email :mrijal@hotmail.com
Mr. Acharya Karma Sangbo Sherpa, Vice-Chairman
Tel: +977- 71 -580189, 580196, 580200
Fax : +977-71-580181
Moblie : 9851113910
Email :ksangbo2002@yahoo.com
Mr. Rajendra Bahadur Thapa, Member Secretary
Project Director, (PMIUs, SATIDP-Nepal)
Tel: +977- 71 -580189, 580196, 580200
Fax : +977-71-580181, +977-1-4268286
Moblie : +977-9841303867
Email :rthapa14@yahoo.com

TA6504 REG
9.
10.
11.
12.
13.
14.
15.
Mr. Bharat Bahadur Kunwar, Project Chief

Procurement Officer, (PMIUs, SATIDP-Nepal)
Mobile : +977-9841842480
Mr. Prem Narayan Khanal, Account Officer
Financial Officer, (PMIUs, SATIDP-Nepal)
Moblie : +977-9847020847
Mr. Ram Prasad Neupane, Director General
Babarmahal, Kathmandu, Nepal
Tel : +977-1-4262387
Fax : +977-1-4262516
Email : cnsatm@mos.com.np, dgca@caanepal.org.np
Mr. Murari Bhandari, Manager,
Project Director, (PMIUs, SATIDP-Nepal)
Tel : +977-1-4262518, 4262416 Ext. 309
Fax : +977-1-4262516
Email : gauc@caanepal.org.np, bhandari_murari@yahoo.com
Mr. Rudra Prasad Phuyal, Assistant Manager
Project Accountant ( PMIUs, SATIDP-Nepal)
Tel : +977-1-4262518, 4262416 Ext. 111
Fax : +977-1-4262516
Email : prad_adh@yahoo.com
Mr. Pradip Adhikari, Senior Engineer
Project Engineer, (PMIUs, SATIDP-Nepal)
Tel : +977-1-4262518, 4262416 Ext. 320
Fax : +977-1-4262516
Email : prad_adh@yahoo.com
TA6504 Consultant
Devendra Nath Gongal, Consultant
Team Leader, Nepal Consult P.Ltd.
Consultant, TA 6504-REG
Tel : +977-1-4466665
Email :- dng_reta6504@wiling.com.np
Main Report Part- I

TA6504 REG
Main Report Part- I
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.
No
Place
MoTCA
CAAN
15.9.2009
DDG, Manager and

engineers
CAAN
24.9.2010
DG, Director,
Manaager
LDT
NRM/ADB
LDT office,
Lumbini
DDC office,
Bhairahawa
NTB office,
Belhiya
custom
10
Surrounding
seven VDCs
and LDT
11
UNESCO
Kathmandu
office
12
DOR
Division
office,
Butwal
Date
15.9.2009
and
continued
regularly
4.10.2009
and
continued
regularly
26.11.200
9
28/10/200
9
29/10/200
9
29/10/200
9
28/10/200
9,
2910/2009
and
30/
10/2009
Number
of
participan
ts
7
10
Participants
Issues discussed
Secetrary,Joint
Secretary,
Undersectry.
Briefing of TA, components

specific interaction. Working
modality, coordination,
Formation of PCU/PMIUs and
office space.
Formation of PMIU.
Formation of PMIU.
Formation of PMIU.
TA Progress, Formation of PCU
and PMIUs
Briefing of TA 6504, components
specific interaction, future work
program and availability of
project related information
Briefing of TA 6504, views and
suggestions, necessary support
from DDC.
Vice chairman,
Adm. Chief and
information officer
NRM/ADB
consultant
Vice chairman,
Member Secretary,
Project Manager.
Act.CDO (Local
Dev. Officer)
Community Devel.
officer.
NTB officials
48
19/11/200
9
06/12/200
9
VDC officials,
community leaders,
LDT Vice Chairman
and Member
Secretary
Mr. Colin Kaiser,
UNESCO
representative to
Nepal.
Chief cultural
division.
Regional Director,
Senior Engineer
Briefing of TA 6504, tourist

arrival scenario and Lumbini,
role of NTB , views and
suggestions
Briefing of TA 6504, suggestions
and understanding of their
views, preparedness for the
project.
Briefing of TA 6504, destination

improvement component,
design brief, draft IMP of
UNESCO and coordination
modality.
Improvements of road from
Bhairahawa to Lumbini,
verification of construction
materials survey report.

TA6504 REG
Main Report Part- I
13
Lumbini
14
LDT
Kathmandu
office
05/12/200
9
and
continued
regularly
11/02/201
0
11
14
PMIU and
Community leaders
design brief, vision, parameter

and locations of project
components.
Mr. Axel Plathe

UNESCO
representative to
Nepal. Chief
cultural division.
UNESCO
consultant .
DOA DG,
Archaeological
Officer
LDT- VC, PMIU
staff
o
o
o
o
o
Briefing of TA and progress,

Project
Components
in
Lumbini and Community
based activities in VDCs
o WHS panel
o National Steering Committee
o Archaeological
impact
Assessment
o Project Coordination
o Briefing of TA and progress,
o National Steering Committee
o NTB cell in PCU
o Marketing and promotional
aspect
o NTB cell in PCU
o Marketing and promotional
aspect
TA Briefing, Role of private
sector in promotion and
marketing of Lumbini,
opportunity to Private sector and
their support.
TA Progress, Details of
community based tourism
component and Formation of
Project Coordination Committee.
o
o
15
Ministry of
FACAPA
and Culture
3.3.2010
Secretary, Project
Coordinator
16
NTB
7.3.2010
CEO,NTB
17
NTB
11.3.2010
18
19
Nepal
Chamber of
Commerce,
Bhairahawa
LDT
21.3.2010
43
22.3.2010
34
Senior Director,
Manager
Tourism
entrepreneur,
LDO, Ex. Chairman
FNCCI, Local Govt.
officers, NTB
PMIU, Chairman
and Secretary of
each of the 7
VDCs.
Detail briefing of project

component in Lumbini,
Archaeological
Impact
Assessment,
Upgrading of Lumbini Master
Plan,
Draft IMP
WHS panel

TA6504 REG
Main Report Part- I
Refer to Excel File

Organization Chart of LDT and Proposed Position of PMIU

TA6504 REG
Main Report Part- I
Appendix-C-2.1
Refer to Excel File
Project Coordination Committee in Project Organization Chart

TA6504 REG
Main Report Part- I
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.

TA6504 REG
Main Report Part- I
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).

TA6504 REG
Main Report Part- I
Appendix-C-5.3.1
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix-C-5.3.2
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix-C-5.3.3
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix -D-5
REVISED INPUT OF CONSULTANTS
1. Consultant to Man Months for DSC/LDT
Professionals
DESIGN PHASE
1. Team Leader/Project
Manager Cultural Heritage
Expert (International)
2. Heritage Architect and

Deputy Team
Leader/Project Manager
(National)
3. Structural Engineer
(National)
4. Environmental Engineer
(National)
5. Heritage Landscape
Architect (National)
6. Position: Institutional
Development Specialist
(National)
7. Community Participation
Specialist (National)
8. Heritage Architect
(International)
Qualification and Experience requirements

Bachelors in Architecture/ Archaeology with an
Advanced degree in archaeology/ conservation.
Mininimum 15 years professional experience inlcuding
previous experience in working on archeological sites
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
experience and formal training in conservation
architecture.
Expertise: Design and Conservation of the
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
years experience and conversant with international
best
practices
in
information
centers
and
understanding of design processes in World Heritage
Site.
Bachelors in Civil Engineering with a Masters in
Environment/Public Health Engineering and minimum
15 years experience in design of environmental
services such as water, sanitation, roads and waste
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
work experience in related field. Demonstrated
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.
Masters in Planning/ Management/ with around 20
years of experience in formulation and implementation
of Business Plan and institutional development actions
for institutions.
Masters in Social Sciences/ Management, minimum
15 years experience in community mobilization and
community based product development focused on
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
structures in historical sites.
Expertise: Design of historical structures, information
facilities in historical sites and a good Understanding
of Buddhist culture and architecture styles.
Input mm
12
10
10

TA6504 REG
Main Report Part- I
9. Safeguard Specialist
/Environmental (National)
10. Procurement Specialist

(National)
11. Financial Management

12. Electrical Engineer

(National)
Masters in Planning/ Environment/ Ecology with

around 15 years experience in design and
environment related safeguards for donor aided
projects, Preferably with ADB and in oversight of their
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
as part of donor aided projects, preferably ADB.
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
systems. Should have adequate experience in design,
implementation
and
management
of
project
accounting financial management aspects of donor
funded projects.
Masters in Electrical Engineer with at least 15 years
experience in designing and installation of electricals
for public buidings.
10
SUPERVISION PHASE
2. Field Engineer (National)
Masters in Architecture/Civil Engineering

with
minimum 15 years experience in project design and
supervision of infrastructure and civil structures,
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
infrastructure projects
3. Quality Control (National)
Bachelors in Civil Engineering with around 15 years

experience in quality controls of works and materials.
1. Project Manager,
Architect/Civil Engineer
(National):
(National):
5.. Safeguard Specialist

Environmental
TOTAL
TOTAL
Masters in Electrical Engineer with 15 years

experience in designing and installation of electricals
for public buildings.
Masters in Planning/ Environment/ Ecology with
minimum 15 years experience in design and
environment related safeguards for donor aided
projects, preferably with ADB and in oversight of their
implementation/ compliance. Should be conversant
with relevant national and state environmental laws,
and ADB procedures.
INTERNATIONAL
NATIONAL
18
18
5
2
9
115
2. Consultants Man Months for PMC

Professionals
Project Manager (National)
Qualification and Experience requirements
Input mm
Masters in Civil Engineering with around 15 years

experience in design, management and supervision of
airport projects and a good understanding of
infrastructure and community based themes,
demonstrated leadership qualities.
40

TA6504 REG
Main Report Part- I
Project Monitoring
Marketing Expert (National)
TOTAL
CA/ACCA/CPA/ICWAI
Masters
in
Financial
Management with around 10 years experience in
project accounting and financial management
systems. Should have adequate experience in design,
implementation
and
management
of
project
accounting financial management aspects of donor
funded projects.
15
Masters in Engineering/ Planning/ Social Science with

around 10 years of experience in project performance
monitoring, preferably projects supported by donors.
A Masters Degree in Communication/ Advertising/

Visual Arts with around 10 years experience in design
and marketing of advertising and promotional content
for all types of media including the internet, preferably
on tourism or development activities. Preferably
experience of work with a public agency.
NATIONAL
67
3. Consultants Man Months for DSC/CAAN

DESIGN PHASE:
Designation of Professionals
1. Team Leader / Airport

Engineer (National)
2. Pavement Engineer
(National)
3. Airport Designer / Architect

(International)
4. Architect (National)
5. Electronics and Navigation

Specialist (International)
6. Air space operation

specialist (International)
Qualification and Experience

Masters in Civil Engineering with around 20
years experience in design of civil
structures specifically, geometric design
and terminals. Should be conversant with
International
Standards
and
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
years experience in design of civil
structures specifically airport pavement
Masters in Architecture with around 15
years experience in design of terminals
and facilities and conversant with ICAO
requirements and international best
practices in design of Airport facilities and
structures.
years experience in design of terminals
and facilities and conversant with ICAO
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
design, selection of vendors, installation
and operationalization of navigation and
communication facilities in an Airport of at
least the proposed category. Must be
conversant with ICAO design requirement.
Graduation with minimum 15 years work
experience in civil aviation operation
Indicative m/m
12

TA6504 REG
Main Report Part- I

8. Mechanical Engineer
(National)
9 .Electrical Engineer
(National)
10. Structural Engineer

(National)
11. Civil and Utilities Engineer

(National)
12. Drainage and Flood

Control Specialist
(National)
13. HVAC Engineer (National)
14. Institutional Development

15. Safeguard Specialist Environment (National)
16. Safeguard Specialist

Social (National)
involving Communication,Navigation and

Survelliance system with
independent
design of ATS procedure and air route for
international airport/s.
communication facilities.
Must be
Masters in Mechanical Engineering with 15
years experience in procurement and
maintenance of CFR vehicles, heavy
vehicle and equipment.
Masters in Electrical Engineering with
around 15 years experience in design,
installation and management of electrical
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
conversant ICAO requirements and
international best practices in design of
Airport structures.
Masters in Civil engineering with around 15
years experience and in design and
implementation of basic services such as
water, sanitation and waste management
arrangements.
Masters in Civil engineering/ Hydraulics
with around 15 years experience in design
and construction of drainage and flood
control structures.
Bachelors in Mechanical Engineering or
related field with around 15 years
experience in design and supervision of
Airport terminals and infrastructures related
to HVAC facility services.
Masters in Planning/ Management/ with
around 20 years of experience in
formulation
and
implementation
of
Business
Plan
and
institutional
development actions for institutions.
Masters in Planning/ Environment/ Ecology
and environment related safeguards for
donor aided projects, preferably with ADB
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
experience in implementing resettlement
plans as part of donor supported projects,
preferably with the ADB. Should be
conversant with laws relating to land
10

TA6504 REG
Main Report Part- I
17. Procurement Specialist

(National)
18 Quantity surveyor
(National)
19. Financial Management

20. Air space operation

specialist (National)
21 Team Leader (National)
22. Quality Control

(International)
23 Materials/Quality Control
Engineer (National)
24 Architect (National)

Specialist (International)
acquisition,
state
procedures
in
implementation of resettlement packages
and ADB procedures.
Bachelors in Civil Engineering with at least
15 years of experience in procurement
goods, works and services as part of donor
aided projects, preferably ADB. Should be
conversant with the current procurement
procedures of ADB.
Bachelors in Civil Engineering with at least
15 years experience as quantity surveyor
in large infrastructure project preferably
airport project.
CA/ACCA/CPA/ICWAI Masters in Financial
Management with around 15 years
experience in project accounting and
financial management systems. Should
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
involving communication, navigation and
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
expansion program in the region,
conversant with ICAO standards and
requirements.
Bachelors/ Masters in Civil Engineering
with 20 years experience in quality controls
of works and materials as part of airport
development/ expansion project.
Bachelors/ Masters in Civil Engineering
with 15 years experience in quality controls
of works and materials as part of airport
development/
expansion
project.
Experience in quality control/ material
testing activities for highways / airports.
years experience in design/supervision of
airport terminals and facilities and
conversant with ICAO requirements
communication facilities in an Airport of at
least the proposed category. Must be
24
20

TA6504 REG
Main Report Part- I
26 Electronics and Navigation


navigation and communication system,
installation and operationalization of
navigation and communication facilities in
an Airport. Must be conversant with ICAO
requirement.
27. Mechanical Engineer

(National)
Masters in Mechanical Engineering with 15

years experience in procurement and
maintenance of CFR vehicles, heavy
vehicle and equipment.

(National)
Masters in Electrical Engineering with

around 15 years experience in design,
installation and management of electrical
systems for terminal facilities especially
airports of at least the proposed category.
29. HVAC Engineer (National)
Bachelors in Mechanical Engineering or

related field with around 15 years
experience in design and supervision of
Airport terminals and infrastructures related
to HVAC facility services.
30. Resident Engineer (Civil) 2

Nos. (National)
Bachelors/Masters in Civil Engineering with

around 20 years experience in construction
supervision and quality controls of works
and materials as part of airport
development/ expansion project, road and
large infrastructure project.
44
31. Safe guard Specialist,

Environment (National)
Masters in Planning/ Environment/ Ecology

and environment related safeguards for
donor aided projects, preferably with ADB
and in oversight of their implementation/
compliance. Should be conversant with
relevant national and state environmental
laws, and ADB procedures.
G. TOTAL INTERNATIONAL (1+2+3)

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

TA6504 REG
Main Report Part- I
Appendix- E.2.1
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E.2.2
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E.2.3
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E.2.4
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E.3.1
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E.3.2
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E.3.3
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E-6
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E-7
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E-8
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E-9
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E-10
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- E-11
Refer to Excel File

TA6504 REG
Main Report Part- I
Appendix- F-1.1
Big Map
Refer to PSD file

TA6504 REG
Main Report Part- I
Con
ceptual plan opt.1

TA6504 REG
Main Report Part- I
Appendix- F-1.2
Auto CAD

TA6504 REG
Main Report Part- I
Appendix- F-1.3
Refer to Excel file
Budge of GBA

TA6504 REG
Main Report Part- I

TA6504 REG
Main Report Part- I
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
ger
Year
Arrival
696
717
978
Departure
696
717
978
Total
1392
1434
1956
In
N/A
N/A
9650
Out
2676
11999
12478
Total
1992
1993
1994
In
Out
Total
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
2005
2640
2640
5280
61981
66452
128433
2006
2474
2474
4948
35024
36048
71072
2007
1973
1973
3755
30699
31246
52495
2008
1882
1879
3761
29868
31014
2009
1981
1981
3962
43316
44411
22128
64210
113716
4030
46447
29738
76185
4504
26269
24101
50370
3860
36412
19699
56111
5090
60882
35659
16150
51809
5335
87727
56180
16934
73114
5492
49506
Source:CAAN
2.
Existing foreign tourist movement in Lumbini and Nepal

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

TA6504 REG
Main Report Part- I
3. GENERATED AIR PASSENGER TRAFFIC FORECAST
Forecast of Domestic Air Passenger
Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
Growth Rate
(%)
5
5
5
5
5
5
5
10
10
10
10
10
10
5
5
5
5
5
5
5
5
2008 Figure relate to CAAN
Number
60882
63926
67122
70479
74002
77703
81588
89746
98721
108593
119453
131398
144538
151764
159353
167320
175686
184471
193694
203379
213548
Forecast of Foreign
Tourist to Lumbini via
Gautam Buddha
Airport
Number
4879
17392
18348
19357
20422
21545
22730
24321
26024
27846
29795
31880
34112
36841
39788
42971
46409
50122
54132
58462
63139
Year
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2008 Figure relate to

CAAN
Forecast of Indian Tourists to Lumbini via Gautam Buddha Airport

Growth Rate
Number to
Year
Number by Air
(%)
Lumbini
2008
175,000
2009
5
183,750
2010
5
192,938
2011
5
202,584
2012
5
212,714
2013
5
223,349
2014
5
236,750
2015
6
253,323
63,331
2016
6
271,055
67,764
2017
6
290,029
72,507
2018
6
310,331
77,583
2019
6
328,951
82,238
2020
6
348,688
87,172
2021
7
373,096
93,274
2022
7
399,213
99,803
2023
7
427,158
106,790
2024
7
457,059
114,265
2025
7
489,053
122,263
2026
7
523,287
130,822
2027
7
559,917
139,979
2028
7
599,111
149,778
Source: Lumbini Development Trust (LDT)

TA6504 REG
Main Report Part- I
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
(%)
Number
Year
Number
Average Percent
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
552761
2015
121607
22
2016
591454
2016
130120
22
2017
632856
2017
139228
22
2018
677155
2018
148974
22
2019
724556
2019
159402
22
2020
775275
2020
170561
22
2021
837297
2021
184205
22
2022
904281
2022
198942
22
2023
976624
2023
214857
22
2024
1054753
2024
232046
22
2025
1139134
2025
250609
22
2026
1230264
2026
270658
22
2027
1328686
2027
292311
22
2028
1434980
2028
315696
22
Year
2008
Source: 2008 Figure relate to Nepal Tourism

Board
2008 Figure relate to LDT

TA6504 REG
Main Report Part- I
5. FORECAST OF DIVERTED TRAFFIC FROM TIA
DIVERTED PASSENGER TRAFFIC FROM TIA
Year
Number
TIA International Passenger

Arrival
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

TA6504 REG
Main Report Part- I
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
Year
Annual pax.
Volume
international
Annual
aircraft
movement
ANL Methodology
Peak hour
Passenger
International
Terminal Building
(@24
sq.m/pk.hr.pax)(
Sq.m)
Peak
month
pax.
Volume
0.125 x
Peak day
pax volume
0.0052083 x
Peak hour pax

volume
0.00052083 x
FAA Methodology
International
Terminal
Building area
(Sq.m)
TPHP
estimation
Required
bldg area /
TPHP
International
Terminal
Building area
in Sq.m
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

TA6504 REG
Main Report Part- I
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
Year
Annual
pax.
Volume
domestic
2015
89,746
5,343
2016
98,721
5,663
2017
108,593
6,003
2018
119,453
6,363
2019
131,398
6,745
2020
144,538
7,149
2021
151,764
2022
159,353
2023
167,320
2024
175,686
2025
ANL Methodology
FAA Methodology
Domestic
passenger
building (@ 16
sq.m/pk.hr.pax)(
Sq.m)
Peak
month pax.
Volume
0.125 x
Peak day pax

volume
0.0052083 x
Peak hour pax

volume
0.00052083 x
126
2,021
11,218
467
47
139
2,220
12,340
514
143
2,291
13,574
149
2,376
154
163
7,650
Domestic
Terminal
Building
area
(Sq.m)
Domestic
Terminal
Building area
in Sq.m
TPHP
estimati
on
Required
bldg area /
TPHP
748
36
16
574
51
823
39
16
632
566
57
905
43
16
695
14,932
622
62
995
48
16
764
2,457
16,425
684
68
1,095
53
16
841
2,609
18,067
753
75
1,204
58
16
925
170
2,718
18,971
790
79
1,265
61
16
971
8,185
178
2,855
19,919
830
83
1,328
64
16
1,020
8,758
186
2,980
20,915
871
87
1,394
67
16
1,071
9,372
196
3,137
21,961
915
92
1,464
70
16
1,124
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
Annual
aircraft
movement
Peak hour
Passenger

TA6504 REG
Main Report Part- I
Appendix F-8-2.1: Required Number of Parking Lots and Car Park Area
Year
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
Peak
Hour Pax
(2 way)
169
177
185
194
203
213
223
234
246
259
272
286
300
316
International Passengers
Parking
Parking
Assumed
ratio
Lot
parking
PR
(Nos)
lots (Nos)
0.4
67
67
0.4
71
71
0.4
74
74
0.4
78
78
0.4
81
81
0.4
85
85
0.5
112
112
0.5
117
117
0.5
123
123
0.6
155
155
0.6
163
163
0.6
171
171
0.6
180
180
0.6
189
189
Car Park
Area (Sq.m)
2,360
2,474
2,593
2,719
2,846
2,978
3,908
4,104
4,310
5,432
5,707
5,998
6,304
6,628
Year
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
Peak
Hour Pax
(2 way)
126
139
143
149
154
163
170
178
186
196
208
218
228
240
Domestic Passengers
Parking
Parking
Assumed
ratio
Lot
parking
PR
(Nos)
lots (Nos)
0.4
51
51
0.4
55
55
0.4
57
57
0.4
59
59
0.4
61
61
0.4
65
65
0.5
85
85
0.5
89
89
0.5
93
93
0.6
118
118
0.6
125
125
0.6
131
131
0.6
137
137
0.6
144
144
Car Park
Area
(Sq.m)
1,769
1,942
2,005
2,079
2,150
2,283
2,973
3,123
3,260
4,117
4,371
4,577
4,798
5,034

TA6504 REG
Main Report Part- I
Appendix F-8-2.2 Water demand for Bhairawa Regional International Airport

Water demand for ITB
Year
ITB area in
Sq.m
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
Water
demand
8,315
8,521
8,738
8,966
9,335
9,576
10,050
10,334
10,666
10,981
11,347
11,698
12,135
12,592
23
23
23
23
23
23
23
23
23
23
23
23
23
23
Unit
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
Water demand for Control Tower and

other buildings
Water demand for DTB
Water
demand
Litre / day
191,244
195,987
200,976
206,225
214,714
220,259
231,155
237,679
245,312
252,569
260,981
269,064
279,104
289,621
DTB
area in
Sq.m
Water
demand
2,021
2,220
2,291
2,376
2,457
2,609
2,718
2,855
2,980
3,137
3,331
3,488
3,656
3,835
23
23
23
23
23
23
23
23
23
23
23
23
23
23
Unit
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
Water
demand
Litre /
day
46,492
51,053
52,702
54,658
56,518
60,016
62,518
65,666
68,551
72,152
76,602
80,214
84,079
88,215
Building
area in
Sq.m
Water
demand
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
10
10
10
10
10
10
10
10
10
10
10
10
10
10
Unit
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
Water
demand
Litre /
day
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
Total
water
demand
Litre / day
247,736
257,040
263,678
270,883
281,232
290,275
303,673
313,345
323,863
334,722
347,583
359,278
373,183
387,836

TA6504 REG
Main Report Part- I
Appendix F-8-2.3: Waste disposal demand for Bhairawa Regional International Airport
Waste disposal demand for ITB
Year
ITB area
in Sq.m
Waste
disposal
demand
Unit
Waste disposal demand for Operation, Airlines

Building
Waste disposal demand for DTB

Waste
disposal
demand
Kg / day
DTB
area in
Sq.m
Waste
disposal
demand
Unit
Waste
disposal
demand
Kg / day
Building
area in
Sq.m
Waste
disposal
demand
Unit
Waste
disposal
demand
Kg / day
Total
waste
disposal
demand
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

TA6504 REG
Main Report Part- I
Appendix F-8-2.4:Sewage demand for Bhairawa Regional International Airport

Sewage demand for ITB
Year
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
ITB area in
Sq.m
8,315
8,521
8,738
8,966
9,335
9,576
10,050
10,334
10,666
10,981
11,347
11,698
12,135
12,592
Sewage
demand
17
17
17
17
17
17
17
17
17
17
17
17
17
17
Unit
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
Sewage demand for DTB

Sewage
demand
Litre / day
141,354
144,860
148,548
152,427
158,701
162,800
170,854
175,675
181,317
186,682
192,899
198,873
206,294
214,068
DTB
area in
Sq.m
Sewage
demand
2,021
2,220
2,291
2,376
2,457
2,609
2,718
2,855
2,980
3,137
3,331
3,488
3,656
3,835
17
17
17
17
17
17
17
17
17
17
17
17
17
17
Unit
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
Sewage
demand
Litre /
day
34,364
37,735
38,954
40,400
41,774
44,360
46,209
48,536
50,668
53,330
56,619
59,289
62,146
65,202
Sewage demand for Control Tower and

other buildings
Sewage
Building
demand
Sewage
area in
Unit
demand
Litre /
Sq.m
day
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
7
7
7
7
7
7
7
7
7
7
7
7
7
7
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
L/m2/day
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
7,000
Total
sewage
demand
Litre /
day
182,718
189,595
194,501
199,827
207,476
214,160
224,063
231,211
238,986
247,012
256,518
265,162
275,440
286,270

TA6504 REG
Main Report Part- I

TA6504 REG
Main Report Part- I

TA6504 REG
Main Report Part- I
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
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
JAN
23.0
2.5
2.0
35.5
55.6
62.5
23.8
0.0
0.0
6.2
FEB
2.5
23.9
2.7
43.2
51.7
0.0
27.6
0.0
106.3
0.0
MAR
0.0
41.0
1.1
2.2
32.7
0.0
17.5
11.5
37.6
2.8
APR
3.5
120.2
25.3
18.9
19.3
43.1
8.3
20.0
54.1
26.2
MAY
242.1
173.8
226.1
105.0
49.8
116.8
23.6
146.6
32.9
56.5
JUN
505.4
419.8
256.0
216.2
451.8
262.7
106.9
328.1
65.0
442.8
JUL
466.4
378.8
458.1
417.9
602.9
534.0
713.4
304.5
926.8
564.2
AUG
486.6
179.9
535.1
165.7
418.5
181.5
448.4
198.7
262.4
449.9
SEP
222.1
164.3
447.6
233.7
224.8
254.5
74.0
134.7
375.7
56.5
OCT
112.1
0.0
50.3
0.0
43.0
66.2
324.2
46.2
73.4
64.2
NOV
0.0
0.0
11.6
30.2
0.0
2.6
0.0
0.0
0.5
0.0
Extreme Rainfall (mm) for BHAIRHAWA AIRPORT

YEAR
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
1999
2000
21.0
2.0
2.5
18.0
0.0
37.0
3.5
43.5
62.8
37.8
223.2
99.8
134.4
78.2
95.7
47.0
53.6
63.8
58.2
0.0
0.0
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
2003
2004
2005
17.6
39.0
26.5
8.6
21.6
19.2
0.0
9.8
1.8
21.0
0.0
9.0
18.6
18.2
22.1
8.3
45.0
23.8
38.6
15.0
42.5
111.1
63.1
68.0
80.1
152.7
107.6
130.7
53.0
131.4
81.0
154.8
75.0
38.8
73.0
34.2
0.0
41.9
28.4
120.6
30.2
0.0
2.6
0.0
0.0
2.9
0.0
0.0
2006
2007
0.0
0.0
0.0
98.5
8.3
21.6
8.1
24.0
96.7
16.4
245.8
37.7
96.6
216.0
65.5
60.0
43.5
60.8
45.5
45.4
0.0
0.5
20.1
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
DEC
0.0
0.0
0.0
0.0
2.9
0.0
0.0
23.6
0.0
0.0

TA6504 REG
Main Report Part- I
Appendix- F-11.2
Maximum and Minimum Monthly Temperature of Gautam Buddha Airport
BHAIRHAWA AIRPORT
MONTH Tmax(C) Tmin(C)
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
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
1999

TA6504 REG
Main Report Part- I
Appendix- G-2.1
Auto CAD file

TA6504 REG
Main Report Part- I
Appendix- G-5.1
Visitors Arrival In Lumbini

(Excluding Nepalese and Indian Nationals)
82075
71053
49595
37692
39792
2004
2005
28056
23280
1998
22119
2000
14135
10135
2001
2002
16% increase over 2007
2003
2006
2007
2008
Source : Lumb ini Development Trust

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Excel File (Sangache sir)

Country wise Traval Trade
Main Report Part- I

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Main Report Part- I

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Main Report Part- I
Appendix- G-9-1.1
Auto CAD file

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Main Report Part- I
Appendix- G-9-1.2
Auto CAD file

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Main Report Part- I
Appendix- G-9-1.3
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Main Report Part- I
Appendix- G-9-1.4
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Main Report Part- I
Appendix- G-10.1
Auto CAD file

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Appendix- G-10.2
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Appendix- G-10.3
Auto CAD file

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Appendix- G-10.4
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Appendix- G-10.5
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Appendix- G-10.6
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Appendix- G-10.7
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Appendix- G-10.8
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Appendix- G-10.9
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Appendix- G-11.1
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Appendix- G-11.2
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Appendix- G-13.1
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Appendix- G-13.2
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Appendix- G-14.1
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Main Report Part- I
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

TA6504 REG
Main Report Part- I
Appendix- H-2.1
Land Use of the Project Area
S no
Description
Total
Area
New Lumbini
Village ( ha )
Monastic
Zone ( ha )
Sacred
Garden ( ha )
( ha )
Lumbini Centre
13
10
23
Camping Site
Utility Plant
Central Link
10
Lumbini Square
Culture Centre
11
11
Monastery and Monastic Area
2.56
40
42.56
Water Body
0.6
1.4
22
24
Sacred Area (Archaeological

ruins, lawn & pedestrian roads)
44
44
10
Forest Area
170
158
166
494
11
River
25
21
52
12
Village (Hotels and staff

accommodation )
59.44
59.44
13
Total
257.6
256.4
256
770

TA6504 REG
Main Report Part- I
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
Advice LDT in the execution, management, and monitoring of the Lumbini Heritage Site
Improvements works and the capacity building activities.
Advice and guide in review and facilitation of the institutional improvement action plan.
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;
Review and Provide, guidance and recommendations on the upgrading of Lumbini Master
Plan;
Advice in preparation of capacity building plan for staff of LDT including management
and
Guidance in implementation of master plan for historical sites.

TA6504 REG
Main Report Part- I
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)
b)
c)
d)
e)
f)
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.
To elaborate the concept of Lumbini as the Fountain of World Peace and propose
activities for its realization.
To elaborate the concept of Lumbini as Gateway to Buddhist Pilgrimage and
propose activities for its realization.
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.
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.
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 LDTs 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.

TA6504 REG
iii.
iv.
4.
5.
Main Report Part- I
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.
A strategy to protect cultural values, environment and necessary land
use
Assess the administrative and regulatory implications of the perspective plan and
make practical recommendations to facilitate the implementation of the perspective
plan.
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 Tanges 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 Tanges 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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Expert
B. Terms of Reference for Team Members

Man
Key Qualifications
Months
Main Report Part- I
Tasks
International Consultants
Regional
and urban
planner
Masters in Architecture/urban
and
regional planning with at least
20 years experience with a
sound
understanding
of
Buddhist principles and design
/planning of similar works.
Lead the overall preparation of the

plan for the defined area inclusive
of perspective plan covering
Lumbini and the other historical
sites around and the Master Plan
for the area under the Lumbini
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.

TA6504 REG
Cultural
heritage
protection &
management
expert
Masters
in
Architecture
/Conservation with a sound
understanding of Buddhist
principles and design/planning
activities in a historical
context. At least twenty years
of experience in this filed.
Main Report Part- I
9
9
9
9
9
9
Heritage
tourism
expert
Masters in tourism with around

15 years experience in
development
of
heritage
based
tourism
products/community
based
tourism..
review all relevant reports and

studies on management of
Lumbini;
review the genesis and
subsequent
implementation of the Kenzo
Tange master Plan for the
site, its rationale and the
factors
constraining
its
implementation;
based
on
review
and
consultation
outline
the
conditions
under
which
Kentzo Tanges plan canbe
implemented and the resource
requirementsand
management measures and
alternatively the best option to
implement the basic principles
of Tanges design and the
permissible
levels
of
modifications
Lead
the
technical
discussions on this issue
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;
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.
Prepare
a
visitors
flow
organization plan.
Review the existing Lumbini
Development trust Act.
Lead the design, development
and marketing strategy for
activity and strengthening of
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;
In consultation with other
experts, develop institutional
and financial measures for
sustainable management of
LDT and possibly the other
sites on a future date.

TA6504 REG
Main Report Part- I
National Consultants
Regional
economist
and
planner
Masters in development
economics or urban and
regional planning with a basic
degree in economics and 15
years experience in
development / urban
planning
Cultural
heritage
protection
and
management
expert
Masters in Architecture/
Archaeology or advanced
degree in conservation around
10 years of experience.
Heritage
tourism
Masters in Architecture,
Conservation,
Archaeology
with
around
15
years
Under the overall guidance of

the Team leader,lead socio
economic
surveys
and
assessments required for
preparation of the perspective
plan for the region and the
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
Work in collaboration with the
international expert in terms of
9 review all relevant reports and
studies on management of
Lumbini;
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 Tanges plan can be
implemented and the resource
requirements
and
management measures and
alternatively the best option to
implement the basic principles
of Tanges 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.
On advice from international heritage
tourism specialist:
9 lead
the
surveys
and

TA6504 REG
expert
experience in development of
heritage based tourism
products, preferably
Main Report Part- I
Environme
ntalist
Masters
in
Planning/Environment/Ecology
with 15 years experience in
design
and
environment
related projects.
Land use and

infrastructu
re planner
Masters in Civil Engineering

with 15 years experience in
planning and design of
physical infrastructures
9
9
Sociologist
Masters in Sociology/
Anthropology with around 15
years experience in
study
of
local
cultures,
traditions and arts in Nepal,
preferably in the Terai. A good
understanding
of
local
traditions
Local
managem
Masters in urban Planning/

Public Administration/
assessment
participate in the design,
development and marketing
strategy for community based
heritage tourism activity
define
strengthening
of
activities as part of the
proposed plan as well
structure
the
institutional
arrangements of LDT to
address
heritage
tourism
products in the medium term;
experts, develop institutional
and financial measures for
experts,
develop
environmental measures for
Prepare
an
outline
for
Environmental action plan to
address
the
increased
numbers of visitors in Lumbini
and its adjoining area.
For the LDT administered
area, compile information on
exiting land sues, lead al
physical surveys required for
preparation of the land use;
Define
the
development
controls for the area
Prepare
the
investment
requirement
for
implementation of the Master
Plan and indicative needs of
associated historical sites;
Lead review of studies and
discussions and map local
and
intangible
cultural
heritage in the Lumbini region
including the sites around
Lumbini.
Document in consultation with
the pro poor tourism expert,
develop a plan to promote
intangible cultural assets and
other tourism related products
in the communities
Prepare a road map, capacity
building plan and investments
required to implement the plan
Review
the
existing
regulations governing LDT as

TA6504 REG
ent and
administration
expert
Main Report Part- I
Management and around 15

years experience.
9
9
Pro-poor
Tourism
expert.
Masters in Social Sciences/

Management, around 15
years
experience
in
community
mobilization
andcommunity based product
development focused on
livelihood.
Design of livelihood and
products, community capacity
building
and
good
understanding
of
micro
finance issues.
well as the local governments

and role of associated state
institutions in planning and
management
of
Lumbini
Development area;
Review
the
existing
management
arrangements
within LDT and its relationship
with the local administration;
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
Prepare an outline HR policy
for LDT
Define the rules to implement
suggested rates for various
service functions.
in consultation with culture,
heritage
protection
and
management
expert
and
heritage tourism experts
o
lead
need
based
community
centeredtourism
and
livelihood development
plan and related skill
training requirements;
o demonstration Schemes
for
HeritageBased
Livelihoods and
o formulate an action plan to
strengthen capacities of
LDT in support for
communities
in
transactions
including
link to Micro Finance and
NGOs
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;

TA6504 REG
Main Report Part- I
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.

TA6504 REG
Main Report Part- I
Appendix- H-4.2
a.
Guidelines for Updating of Lumbini Development Master Plan

Development Elements to be Considered
Regional
Context
1.Socio Economic
Development Area
Sacred Garden
New Lumbini
Village: Touristic
& Administration
centre and
Tourist/Pilgrim
Facilities & Green
Areas
2.Cultural &
Religious
1. Reconstruction of
Sacred place
2. Preserved &
excavated
archaeological
finding
1. Cottage Industry
2. Gift Shops
3. Organizational &
Administrative
Facilities
4. Social Services
(School, Bank, Post
office, Cyber Caf
,police Centre,
Medical Centre,
Caf &
Restaurants,)
5. Visitor Information
centre
1. Museum,
&Convention
facilities
2. Lodging places
3. Shops
4. Meeting center for
pilgrims (covered
place)
3.Historical
&Archaeological
4.Touristic/Pilgrimage
1. Excavation &
preservation
through
restoration &
landscaping
2. Management of
World Heritage
Site in Lumbini.
1. Means of pedestrian
circulation within the
sacred garden
2. Toilet and drinking water
facilities
1. Survey
1. Hotels
2. Lodging facilities
3. Internal communication
5.Environmental
1. Preserve Natural setting

of Lumbini Garden
2. Redefine the Lumbini World
Heritage Site boundaries and
buffer,
3. Preserve the authenticity and
integrity of the Sacred Garden.
1.Use of renewable energy
2.Conservation of energy in
design and construction of
buildings
3. Plantation along roads and
canals.
4.Proper management of solid
waste

TA6504 REG
Monastic zone &

Forest Area
Regional Context
Region of
Intermediate
influence
1. A forestation and bird 1 Memorial park

2 Monasteries
sanctuary
3 Green spaces
4 Ceremonial &
services facilities
5 Pedestrian
Walkways
1. Govt. Regional
planning policy
2. Asian highway &
other road network
connected.
3. Land use zoning
(Land use system)
4. International airport
& domestic air line
system
5. Public transportation
system
6. Industrial
development
4. The four sacred

place of Buddhism
5. International
research institutional
for Buddhism
6. Traditional culture &
Environment
7. Govt. policy in terms
of religion
8. Symbolism relative
to Buddhism
Main Report Part- I
1. Survey
1. Story of Buddha
2. Conservation and
development of the
archaeological
sites in and around
Lumbini
3. Records related to
Buddha
4. Govt. policy for
excavation &
preservation
5. History of
Buddhism
6. Traditional life
environment
1. Infrastructure
1. International
1. Survey and
network (roads,
research institution
Management of
water supply,
for Buddhism
historic sites in
drainage, irrigation
2. International
Kapilvastu ,
systems)
seminar village
Rupendehi,&
2. Town & village 3. International touristic
Nawal Parasi
3. Underlines for zoning
& convention center
districts.
1. Landscaping
2. Circulation
3. Toilet and drinking water
facilities

2. Regeneration of forest with
local plants and trees.
3. Proper management of solid
waste
1. International airport &

domestic
2. pilgrimage network
system
3. Himalaya Mt & valley
scenic route
4. Kathmandu, Pokhara,
Kapilvastu, Nawalparasi,
Chitwan etc as touristic
destination places
5. Demand of housing for
world community.
6. Accommodation facilities
1. Scenic & religious route

2. Public transportation
facilities for pilgrims &
visitors
3. Airport & Approach

canals.

canals.
3. Preservation of water bodies
4. Demarcation and Protection of
Historic Sites.

TA6504 REG
Restricted Area &

Surroundings
agricultural
areas(Buffer
Areas)
1. Pilot farms including 1. Institution for

test plantations
Buddhism studies
2. Vegetable farming
3. Fruits & food
production industry
4. Housing
development
Main Report Part- I
1. Survey
2. Excavations
1. Road from Lumbini to

Kapilvastu and Nawal
Parasi
2. Heliport
3. Camping site for picnics
4. Preservation of
authentic Village

canals.
3.Preservation of water bodies
4. Proper management of solid
waste

TA6504 REG
Main Report Part- I
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

2066/12/15
Dis.no. 1103/66
Date:
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,
Lumbini, Rupandehi
sgd.
Suresh Surash Shrestha
Archaeology Officer

TA6504 REG
Main Report Part- I

TA6504 REG
Main Report Part- I
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.

TA6504 REG
Main Report Part- I
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

TA6504 REG
Main Report Part- I
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

TA6504 REG
Main Report Part- I
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(Nepali+English) UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013,
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(Nepali+English) UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013,
MoCTCA-UNDP/TRPAP
TRPAP (2005).
Eco-tourism & Biodiversity Conservation (Training Manual), 2005
TRPAP (2005). Rural Tourism Features (25 features released in 2005) (English + Nepali)
TRPAP (2005). Cooking & Baking, Training Manual, 2005 (available in Nepali)
TRPAP (2005). Management Capacity Enhancement, Training Manual, 2005 (available in
Nepali) UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013, MoCTCAUNDP/TRPAP
TRPAP (2005). Rural Tourism Local Tour Guide (Training Manual), 2005 (English)
TRPAP (2005). Rural Tourism Features (25 features released in 2005) (English + Nepali)
TRPAP (2005). Rural Tourism: Success Stories, 2005 (available in Nepali) UNDP/Tourism for
Rural Poverty Alleviation Programme, NEP/99/013, MoCTCA-UNDP/TRPAP
TRPAP (2005). Rural Tourism: Success Stories, 2005 (available in Nepali) UNDP/Tourism for
TRPAP (2005). Small Hotel & Lodge Management Training Manual, 2005 (available in
TRPAP (2005). Tourism & Environment Awareness Training Manual, 2005 (available in
TRPAP (2005). Waste Management in the Rural Tourism Areas: Training Manual
(Nepali+English) 2005 UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013,
MoCTCA-UNDP/TRPAP
TRPAP (2006). Gender, HIV & AIDS and Womens Health Orientation for Pro-women
TRPAP (2006). Participatory District Tourism Development & Management Plan, Rupandehi
District, 2005 2009 UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013,
MoCTCA-UNDP/TRPAP
TRPAP (2006). Rural Tourism Development in Nepal : Success Stories (English) 2006
TRPAP (2006). Rural Tourism Development, Training Manual, 2006 (available in Nepali)
TRPAP (2006). Tourism Resource Mapping Profile, Rupandehi District, UNDP/Tourism for
TRPAP (2006). Users Manual for Solar-drying of Vegetables & Fruits, 2006 (available in
TRPAP (2006). Waste Management Guidelines for the Rural Tourism Areas of Nepal, 2006
(English+ Nepali versions) UNDP/Tourism for Rural Poverty Alleviation Programme,
NEP/99/013, MoCTCA-UNDP/TRPAP

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55.
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UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013, MoCTCAUNDP/TRPAP & NTB/STDU
TRPAP (2007), Pro-Poor Rural Tourism Initiatives & its Sustainability in Nepal,
UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013, MoCTCAUNDP/TRPAP & NTB/STDU
TRPAP (2007). Pro-Poor Rural Tourism Initiatives & its Sustainability in Nepal Research
Highlights, April, 2007 UNDP/Tourism for Rural Poverty Alleviation Programme, NEP/99/013,
MoCTCA-UNDP/TRPAP
A Monitoring and Evaluation Report, A Pro- Environment Initiatives Report on TRPAP
Rupandehi District, August 2004
Annual Progress Report, 2002, Rupandehi, January 2003
Annual Report, Rupandehi January - December 2003
Appreciative Participatory planning and action inPro -poor Sustainable Tourism development Field Manual for facilitators
Assessment and recommendations of Tourism Enterprises in Rupandehi, March 4 - 7, 2005
Concept Note on Handicraft development - A Model of Creating Economic Opportunities to
the Poor in Lumbini through Tourism, TRPAP, March 2005
Developing Sustainable Tourism Enterprises in Rural Areas of Nepal (Final Report) - June
2004
Facilitating Pro -Poor Tourism with the private sector - Lessons Learned from 'Pro-Poor
Tourism Pilots in Southern Africa - February 2006
From Philanthropy to a Different way of doing Business, Strategies and Challenges in
integrating pro-poor approaches into Tourism Business, 2005
Grassroots Rural Entrepreneurship - Best Practices for Small Communities, December 2003
Home stay Management Training Package - Nepal
Joint Ventures between Communities and tourism investors: experience in Southern Africa,
March 2001
Leadership & Networking Skills Development TOT Training, 8-10 November 2004, Lumbini,
Rupandehi, Nepal
Lumbini Sub - Regional Tourism Development - Mission Report, May 1977
Making Tourism Count for the local economy in the Caribean - Guidelines for Good Practice,
April 2006
Monitoring the Success and Impacts of Community Based Ecotourism - A Manual for
Ecotourism Guides and Managers - Lao PDR
New Tourism Product Exhibition, 24-27 September 2004, Bhrikuti Mandap, Kathmandu,
DDC/TRPAP Rupandehi
Pro-poor Tourism Report No. 1 - Pro Poor Tourism Strategies: Making Tourism Work for the
Poor - A review of experience, April 2001
Quarterly Report, January - March 2006, DDC Rupandehi/TRPAP
Quarterly Report, Rupandehi, April - June, 2004
Report on Exposure Visit Programme for Craft Producers, September 24 - Oct 2, 2005
Strategies of Developing Tourism Enterprises in Rupandehi TRPAP - February 2005
The Impact of Tourism on Rural Livelihoods: Namibia's Experience, Working paper 128,
February 2000.
Tourism Supply Chain - Report of a Desk research project for the Travel Foundation
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and 3, UNDP, Kathmandu, Nepal, March 2007.
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Calcutta, 1908. ( Gorakhpur Division, p. 215) 2.Andrea Cox, Archaeological Field Handbok,
safequard Historical And Archaeological Research Project (SHARP),2004
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Commission with Otto Harrassowitz, wiesbaden,1987.
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Archaeology at the Airport: The Stansted Archaeological Project, 1985-89, English Heritage,
Essex, County council,1989.
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Ministry of Tourism and Civil Aviation, GON, 2003
Government of Nepal, Ministry of Law, Justice, Environment Protection Act, 1997, and
Environment Protection Rules, 1997.
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Guidelines, 1993, NPC/IUCN, NCS Implementation Project, Nepal
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Sub-regional Tourism Development Gautam Buddha Airport, GON, December 2008
Three Year Interim Plan of Nepal (2007-2010)
ADB Documents
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)
Fostering Community Participation in Heritage

Management and Tourism
Final Report
Part - II
(May, 2010)

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: nc@wlink.com.np; Website: www.nepalconsult.com.np
May 2010

TA6504 REG
Main Report Part- II
TABLE OF CONTENTS
Page No.
Part A
A.1.
PROJECT OVERVIEW
A.1.1
Project description
A.1.2
Rationale
A.1.3
Impact and outcome
A.1.4
Fostering community participation
A.1.5
Executing and implementing arrangements
A.1.6
Analysis of key problems and opportunities
A.1.7
Implementing schedule of the project
A.1.8
Risk and Assumptions
Part B
B.1.
Development objective
B.1.1
Background
B.1.2
B.1.3
Community-based heritage tourism development strategies
B.1.4
Project operational strategies
B.1.5
Expected end situation
12
Part C
C.1.
14
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

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List of Abbreviations
ADB
CO
DFID
DDC
FG
INGO
MOTCA
MOF
NATHM
NGO
NPC
NTB
PIMU
PSC
SNV Nepal
STDC
STDF
STDS
UNDP
VDC
LDT
TRPAP
VCF
LDA
LDT
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
=
Asian Development Bank

Community Organisation
Department for International Development
District Development Committee
Functional Group
International Non-Governmental Organisation
Ministry of Finance
National Academy of Tourism and Hotel Management
Non-Governmental Organisation
National Planning Commission
Nepal Tourism Board
Programme Implementation and Management Unit
Programme Steering Committee
Netherlands Development Agency
Sustainable Tourism Development Committee
Sustainable Tourism Development Fund
Sustainable Tourism Development Section
United Nations Development Programme
Village Development Committee
Tourism for Rural Poverty Alleviation Programme
Venture Capital Fund
Lumbini Development Area

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

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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 Nepals 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 tourismrelated 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.

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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: ADBs Contribution to Community Participation in Heritage Management and Propoor Tourism (US$)
Part IAwareness Rising

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

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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)
(ii)
(iii)
(iv)
The Project will make sure that tourism will not bypass the local communities.
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.
The Project will support capacity building and skill development of communities as
well as pilot schemes for promoting heritage-based tourism livelihood generation.
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 Lumbinis 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.

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(i)
Empowerment and Social Mobilisation
26. Strategically, the Programme will be positioned to build upon the developmental
achievements of the UNDPs 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 communitys 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, coordination 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 NTBs 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.

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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.
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Figure B.1.3.3: Project Phase and Operational Activities
Project Phase
Operational Activities
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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;
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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 hospitalityrelated 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 communitybased 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).
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Figure C.1.1: OPERATIONAL MODALITY
Local
Level
District
Level
Central
Level
STDC
Private sector
Entrepreneurs,
Tour Operators
Private sector
Entrepreneurs,
Tour Operators
CO
CO
FG
FG
STD
LDT / NGO
DDC / STDS
GON
(For Policy development
MOTCA/MPARC/MLD)
NTB
(For Marketing and
Promotion)
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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.
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 projects
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 Nepals tourism product and assisting with
the development of rural tourism, local communities through the LDT also requires an expert
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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. womens 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:
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Phase (i)
Phase (ii)
- an awareness raising program for 2 years, and

- 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 pooroftentimes the provider of the services or tourism products to be
soldand 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 ADBs 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:
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(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
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

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

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).
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2. Conduct market research with focus on tourists 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

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

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

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

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
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Output 3.2:
Good governance practice within COs, VDCs, DDCs, Municipalities,

CCIs, local entrepreneurs and other development institutions
established and strengthened

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

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

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.
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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

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

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
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
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
1. Designand and conduct tourism related Value Chain analysis in all VDCs
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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
Output 4.1: Quality of tourist products, services and facilities improved
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
Output 5.1:
Pro-poor sustainable community based heritage tourism development

approach adopted to maximize benefits to local communities

1. Support community mobilization activities to promote sustainable tourism
development. Follow APPA Facilitators 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)
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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, microenterprise development, waste management, Gender, HIV-AIDS, and womens
health and other conservation areas.
Output 5.2:
Environment friendly local resource based conservation tools and

technologies adopted

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
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
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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
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
Output 6.1:
Institutional support to Local cultural groups, Cos, FGs, STDCs and

other sub-committees provided

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.
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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.

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


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

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.
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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

projects including TRPAP includes :
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
Regular meetings/activity planning workshops
Co-ordinating meetings with LDT and DDC
3. Formation/reformation and support to FGs
4. Training and coaching of FGs, including:
Community-based heritage tourism awareness training
Low input, maximum return possibilities training (for
instance, existing culture as input)
5. FGs selecting and attending enterprise development training
courses/packages, this can include:
Service development (guiding)
Agricultural production and marketing
NTFP marketing
Handicraft production and marketing
Local tour development and management
Cultural programme development and management
Community owned accommodation development
Community groups, NGOs and

local group motivators
Community
groups,
governmental
organisations,
LDT authorities, DDC, NGOs
LDT, FGs, NGOs
FGs,
NGOs,
resource
organisation /consultants (e.g.
NATHM and other related
organisations)
FGs,
NGOs,
resource
organisation /consultants (e.g.
NATHM and other institutions)
6. Training and coaching to FGs to develop capacities to assess

environmental impact of proposed activities to ensure
sustainable use of natural resources
FGs, NGOs
7. Establishing or facilitate linkages between community, FGs

and tourism industry
Familiarisation tours for lodge and hotel-owners and
interested handling-agencies in Kathmandu
Invitations to travel writers, journalists, tour operators and
information provided to trekking guide books for
familiarisation trips
8. Link local communities to the available microfinance services
Programme Staff, STDC, PCU,

NTB,
etc.,
hotel-owners,
handling-agencies,
travel
writers,
journalists,
tour
operators
9. Participatory monitoring
10. Annual in-depth review and planning
11. Mid-term evaluation and final evaluation
Local communities, Financial

institutions, LDT, NGOs,
LDT
PMIU Consultants
PMIU Consultants
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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
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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.
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Primary Activities
Primary value chain activities include:
Primary Activity
Inbound
logistics
Operations
Outbound
logistics
Marketing
sales
Service
Description
All those activities concerned with receiving and storing externally sourced
materials
The manufacture of products and services - the way in which resource inputs (e.g.
materials) are converted to outputs (e.g. products)
All those activities associated with getting finished goods and services to buyers
and Essentially an information activity - informing buyers and consumers about

products and services (benefits, use, price etc.)
All those activities associated with maintaining product performance after the
product has been sold
Support Activities
Support activities include:
Secondary
Activity
Procurement
Human
Resource
Management
Technology
Development
Infrastructure
Description
This concerns how resources are acquired for a business (e.g. sourcing and
negotiating with materials suppliers)
Those activities concerned with recruiting, developing, motivating and rewarding
the workforce of a business
Activities concerned with managing information processing and the development
and protection of "knowledge" in a business
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
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Appendix C.1.3.1
TERMS OF REFERENCE FOR NGOS

Background
The vast potential market demand for Nepals 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 Governments Three-Year Interim Plan (TYIP) for FY2008-FY2010 emphasizes social
integration and inclusive social development. Carefully planned, tourism can become
instrumental in the countrys 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 empowermentthus enhancing the general well-being of communities.
The Tourism for Rural Poverty Alleviation Programme (TRPAP) has been at the core of the
Governments 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
between developing Lumbini as part of the Footsteps of Lord Buddha subcircuit under 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.
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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 pooroftentimes the provider of the services or tourism products to be soldand 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
between developing Lumbini as part of the Footsteps of Lord Buddha sub circuit under 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:
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(ii)
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.
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
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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 ADBs 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:
Duty Station:
Community Development Specialist

Lumbini with frequent travels to Project areas.
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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.
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Post Title:
Duty Station
Duration
:
:
Tourism Specialist
Lumbini with extensive travel to Project sites
For the duration of the Project
Responsibilities:
The Tourism Specialist (TS) will work directly under the CDS. S/he will:
1.
2.
3.
4.
5.
6.
7.
8.
9.
attend meetings with government representatives and lead partners;

coordinate with Monitoring and Evaluation Specialist in helping self-assessment by the
communities of their potentials for tourism development in the Project Areas;
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;
help STDCs to plan their long-term tourism plans to ensure that cultural heritage
conservation and sustainable rural tourism development will be achieved;
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;
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;
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;
in consultation with the SMs identify the potential entrepreneurs for micro-enterprise
development trainings; and
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.

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:
Duty Station:
Duration
Gender Specialist
Lumbini with frequent travel to Project Areas
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 womens
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 womens participation in tourism development in rural areas;
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3.
4.
5.
6.
7.
8.
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;
sensitise the SMs and the local community men and women on gender issues and its
importance in tourism development in the Project area;
coordinate with the Training Institute to provide specialist training to men and women to
enhance their participation in tourism planning and development;
coordinate with the Monitoring and Evaluation Specialist to monitor the gender specific
components of the Project;
prepare gender specific monthly report and submit to PM;
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:
Duty Station:
Duration
Monitoring and Evaluation Specialist

Lumbini with extensive travel to Project sites
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.
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
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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
:
Responsibilities:
The Social Mobilisers (SMs)) will report to the CDS. S/he in close consultation with the
Tourism Specialist will:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
plan, manage, implement and monitor the TRPAP efficiently and effectively at the district
and community level;
act as an advisor to the VDC;
sensitise and raise awareness of the local communities on heritage conservation and
gender sensitivity for sustainable tourism development;
help VDCs to form functional groups as appropriate;
help with the formation/reformation of STDCs in the pilot Project areas and provide
necessary technical expertise;
participate in STDC meetings as an ex-officio member;
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;
encourage dialogue and communication between the VDC/STDc and the LDT;
attend and support micro-enterprise trainings in the field;
synchronise the Project activities with other projects and avoid any overlapping among
them;
monitor and evaluate the daily Project activities and supervise and monitor STDCs
activities;
facilitate the STDCs to network within and outside the Project areas;
co-operate with other partners and supportive agencies in a proactive manner;
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;
assess regular progress reports from the field and prepare periodical reports for the
Project;
identify potential tourism related activities, commercial opportunities and tourism
ventures for micro-enterprise trainings; and
assist the communities in self-assessment process of the Development Wheel.

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.
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Appendix C.1.3.2
Partner NGO Selection Process in

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 tourismrelated 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
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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/PMIUs 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
43

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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.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
be a duly registered NGO in Nepal, and

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.
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,
have existing operations near Lumbini or have plans in the immediate future
to establish an office near Lumbini,
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
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.
have an ability and orientation to constructively engage the government in
developmental efforts;
have ability to demonstrate an openness to learn and absorb new strategies
and ideas;
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.
be able to work as a team and adjust to varied operational modalities;
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;
not be affiliated with any political organization; and
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.
44

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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 NGOs are

submitted to LDT/PMIU, presentation made to the
board, and assessed by the board
Partner NGOs selected

and negotiation held if required
45

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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
46

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Sub- appendix- 5: Draft Proposals award criteria:
Quality of Personnel
Experience, tourism, gender, caste, multi-disciplinarily
20%
Management capability
15%
Experience of management of projects/programmes and of field staff)

Experience of working in the district(s) and with rural
communities/target groups
20%
Proposed activities, ideas and methodology to deliver the

programme: ie
25%
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%
47

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Appendix C.1.3.3
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nflu
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g]k099013
dfkm{t
;:s[lt, ko{^g tyf gful/s p*\og dGqfno
g]kfn ko{^g jf]*{

k|bz{lgdfu{, e[s'l^d)*k
sf&df*f}+
^f]^n Dofg]hd]G^ ;le{;]h

OGkmf]xf]d, xflQ;f/
kmf]g M 4436458, 4436459
kmoS; : 4435826
O{d]n : info@tms.com.np
tyf
^Ld g]kfn k|f= ln=

hfjnfv]n, wf]lj#f^, nlntk'/, g]kfn
kmf]g : 5538834/ 5546835
kmoS; : 5530913
O{d]n: teamnepal@info.com.np
g]fe]Da/ 2003 dfu{ 2060
48

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Appendix C.1.3.4
lbuf] ko{^g ufp sf]ifsf] ljlgod, 2060
nflu
u|fdL)f ul/aL lgjf/)fsf nflu ko{^g sfo{qmd

g]k099013
dfkm{t
;:s[lt, ko{^g tyf gful/s p*\og dGqfno
g]kfn ko{^g jf]*{

k|bz{lgdfu{, e[s'l^d)*k
sf&df*f}+
^f]^n Dofg]hd]G^ ;le{;]h

OGkmf]xf]d, xflQ;f/
kmf]g M 4436458, 4436459
kmoS; : 4435826
O{d]n : info@tms.com.np
tyf
^Ld g]kfn k|f= ln=

hfjnfv]n, wf]lj#f^, nlntk'/, g]kfn
kmf]g : 5538834/ 5546835
kmoS; : 5530913
O{d]n: teamnepal@info.com.np
g]fe]Da/ 2003 dfu{ 2060
49

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Appendix C.1.3.5
50

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Appendix C.1.3.6
51

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Appendix C.1.3.7
52

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Appendix C.1.3.8
s'ls tyf a]s/L

tflnd lgb]{lzsf
Cooking and Bakery

(Training Manual)
k|sfzs
;+:s[lt, ko{6g tyf gful/s p8\8og dGqfno
u|fdL0f ul/aL lgjf/0fsf nflu ko{6g sfo{qmd -6Lcf/kLPkL_

-o"Pg8LkL, 8LPkmcfO{8L, P;PgeLg]kfn M g]k(()!#_
kf]=a= !)&, e[s'6Ld08k, sf7df8f}+
kmf]gM (&&)!$@^( &^*, ofS;M (&&)!$@^( &&)
Od]nM
info_trpap@ntb.org.np,
j]a;fO6M
c;f]h, @)^@
www.welcomenepal.com/trpap
;]K6]Da/, @))%
53

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Appendix C.1.3.9
;fgf xf]6n tyf nh Joj:yfkg

tflnd lgb]{lzsf
Small Hotel and Lodge Management
(Training Manual)
k|sfzs

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kmf]gM (&&)!$@^( &^*, ofS;M (&&)!$@^( &&)
Od]nM
j]a;fO6M
c;f]h, @)^@
;]K6]Da/, @))%
54

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Appendix C.1.3.10
55

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Appendix C.1.3.11
u|fdL0f ko{6sLo If]qx?df

Joj:yfksLo Ifdtf clej[l4 tflnd ;~rfng
-k|lzIf0f ;|f]tk':ts_
(Resource Book for Management Capacity Enhancement Training: MCET)
k|sfzs

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kmf]gM (&&)!$@^( &^*, ofS;M (&&)!$@^( &&)
Od]nM
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c;f]h, @)^@
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56

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Appendix C.1.3.12
ko{6g tyf jftfj/0fLo ;r]tgf lzIff

-;|f]tk':ts_
Tourism and Environment Awareness Programme : (TEAP)

(Resource Book)
k|sfzs
g]kfn ko{6g af]8{

-ko{6g ;Dkbf tyf ;+;fwg ljsf; dxfzfvf_
kf]=a= !!)!*, e[s'6Ld08k, sf7df8f}+

kmf]gM (&&)!$@%^()(, ofS;M (&&)!$@%^(!)
Od]nM
info @ntb.org.np,
j]a;fO6M
d+l;/, @)^^
www.welcomenepal.com
gf]e]Da/, @))(
57

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Appendix C.1.3.13
ko{6g tyf jftfj/0fLo ;r]tgf clej[l4

-k|lzIf0f lgb]{lzsf_
Training Manual on Tourism and Environmental Awareness Programme :
(TEAP)
Training Manual
k|sfzs
g]kfn ko{6g af]8{

-ko{6g ;Dkbf tyf ;+;fwg ljsf; dxfzfvf_
kf]=a= !!)!*, e[s'6Ld08k, sf7df8f}+

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Od]nM
info @ntb.org.np,
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cS6f]a/, @))(
58

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Appendix C.1.3.14
ko{6g tyf jftfj/0fLo ;r]tgf clej[l4

-tflnd lgb]{lzsf_
(Training Manual on Tourism and Environment Awareness Programme : TEAP)
k|sfzs

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Od]nM
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c;f]h, @)^@
;]K6]Da/, @))%
59

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Technical Assistance Consultants Report

Project Number: 42470

Regional: Improving Connectivity and Destination

ADB ASIAN DEVELOPMENT BANK

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Main Report Part- I

APPROACH AND METHODOLOGY

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

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FOSTERING COMMUNITY PARTICIPATION IN HERITAGE

Nepalconsult (P) Ltd.

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Nepalconsult (P) Ltd.

Main Report Part- I

Improving Connectivity and Destination Management of

Main Report Part- I

: Project Management Flow Chart

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Nepalconsult (P) Ltd.

Main Report Part- I

Improving Connectivity and Destination Management of

Nepalconsult (P) Ltd.

Main Report Part- I

Location Plan of Public Utility 1& 2 in Central Link

Improving Connectivity and Destination Management of

Main Report Part- I

Nepalconsult (P) Ltd.

Asian Development Bank

Improving Connectivity and Destination Management of

Main Report Part- I

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Main Report Part- I

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

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make a significant contribution to foster the local community participation in heritage

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Main Report Part- I

Mr. Ron H. Slangen

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Main Report Part- I

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Main Report Part- I

THE PROJECT / TOURISM INFRASTRUCTURE DEVELOPMENT PROJECT

South Asia Tourism Infrastructure Development Project is designed to develop and

THE CONSULTANTS TEAM

Table A.4.1: Team Members

Airport Engineering / Design

Mr. Yajna Man Tamrakar

Mr. Jiba Raj Pokharel.

Mr. Surya Bhakta

Environmental and Resettlement

Nepalconsult (P) Ltd.

Improving Connectivity and Destination Management of

Main Report Part- I