Harmonizing the Approach for Community focused Tourism in Kathmandu Valley Cultural Trekking Trail

 The project is implemented by NETIF through the engagement of Community Based Organisations (CBOs) called "Tourism and Environment Development Committees" in coordination with Shivapuri-Nagarjun  National Park, Department of National Park and Wildlife Reserve, Nepal Tourism Board, DDCs and non sate actors (I/NGOs, educational institutions, private sectors, consultants, media, civil society etc) . A Project Management Unit has been established in Kathmandu equipped with professional staff whereas as each village unit also have a separate Field Officers. NETIF has a Board of Directors as a chief governing body. The members are elected through General Assembly every two years. The Board is responsible for preparing the long-term strategic plan including program development, fundraising and hiring staff for the projects. The ongoing NTOEDP project has 9 staff including Project Manager, Project Coordinator, Field Coordinator, Finance and Administration Associate, 4 Village Coordinators and 1 Office Assistant. The Community Based Organisations are responsible for implementing the project in their respective villages where as NETIF is responsible for technical support and monitoring and supervision on the project Similarly, Shivapuri Nagarjuna National Park and Department of national Parks and Wild life Reserves are also responsible for monitoring and supervision of the project, whereas as Nepal tourism Board, media and other private sector are responsible for marketing and promotion of the trail.

 Before the implementation of each activity, the local committees will have a meeting with the Village Coordinator as a facilitator to identify the needs of the local people. They will decide the activities they want to do for the environment and tourism management and through village coordinators bring a proposal to NETIF. The proposals work as agendas for the NTOEDP meetings where decisions are made as to which activities will be implemented in line with the project goals. After the decision, the village coordinator will form a subcommittee in his area for the implementation of the activities.  In the mean time, the NETIF monitoring team will also make a periodic field visit for the supervision of the activities. After the implementation of the activities, the Village Coordinator will report to NETIF. The Suomen Latu representatives and volunteers will also make periodic monitoring visits to the project area to observe and report on the achievements made by the project.

Target groups have been informed about the project activities through meetings, guidelines, workshops and publications such as brochures, maps, leaflets, articles in newspapers and electronic media.

Follow up of the co-operation partners for the implementation of the Project:

NETIF enhanced the existing organizational structure, managerial skills, and financial management systems manage the project. The project management structure is divided into central and local levels. At the central level, the Project Management Unit comprised of   Project Manager, Project Coordinator, Field Coordinator, Admin and Finance Assistant and a Support staff.  Similarly Filed level offices are set up in Mulkharka, Chisapani, Nagarkot, Dhulikhel and Panauti which are headed by Project Officers. The field office is fully responsible for assessing the target groups’ demands and implementing project activities in the respective areas. The Project Management Unit is based in Lazimpat Kathmandu and responsible for monitoring, supervision and the follow up of the project activities. NETIF implemented the project initiatives as per the approved Annual Work Plan (AWP) throughout the project period. Similarly, the project provided technical and other needed expertise to CBOs to identify the needs and local level planning in tourism and environment. The project worked on creating an enabling environment for the community people so that they would be able to undertake the project initiatives with their own ownership and participation. Before the implementation of each activity, the local committees will have a meeting with the Field Officer as a facilitator to identify the needs of the local people. In the mean time, the NETIF monitoring team will also make a periodic field visit for the supervision of the activities. After the implementation of the activities, the Field Officer will report to NETIF. Based on the report (progress and financial) received from field offices, the central office compiled and submitted Annual Report to SOUMEN LATU.

 Involvement of other parties involved in the co-operation:

 There were 14 other parties involved in the cooperation in .Their roles and the involvement in the project is mentioned below.

 The representative from Finnish partner organisation usually made a field visit to observe the project achievements, to talk with the project beneficiaries and provide on the spot feedback on ongoing project activities. Similarly s/he also made the supervision on financial transaction and its management and conducted meetings with project staff on his findings and recommendations on better management of the projects.

The activity monitoring of the project is being conducted through the project staff through the regular field visit. The role of each Community Based organization will be project implementation, the project staff will have more time in monitoring of project activities in terms of quality quantity and time frame. The regular monitoring and reporting activities is carried out throughout the project period. Ministry of Tourism and Civil Aviation, Department of National Parks and Wildlife Reserve, Social welfare council, District Development Committee, Shivapuri-Nagarjun National Park, Nepal Tourism Board, also have active participation in the monitoring. Progress reports are regularly communicated with to DDC, Ministry and Social Welfare Council.

Lessons learned and the continuation of the project:

In spite of good initiations taken by NETIF  it was not enough to solve the aggregate problem without taking complete dedication by the stake holders , the service agencies , locals and the government bodies. As such, programmes like responsible tourism training workshops must be initiated in order to make all the stakeholders aware and to be responsible towards the environment & local development in a sustainable way. The local government authorities must consider promoting the sustainable tourism development as a primary concern other than secondary concern.

On the other hand even the number of visitors has increased substantially, but due to lack of quality tourist visiting the project site the financial benefits has been marginalized. Concerning the principle on sustainable tourism development which indicates the scope on share of tourism benefits to the local people, it has not been very relevant and effective as there are still not enough of tourism activities taking place to that extent as to support the entire community. The total tourism benefits generating from each of the destination should be assessed as to evaluate the impact in social cultural and economical issues of the region. Promotion of quality tourist is important as it will help to generate good financial income that can be shared by the host community. The project should focus more on domestic and international tourism promotional activities. 

The main idea of the project was to contribute in the environmental degradation in tourism hotspots with special focus on waste management. Number of waste bins, incinerators and waste management funds has been crated. Although the trekking trail has been kept clean, but disposing of plastic waste has been a problem as it has been burnt creating toxic into the atmosphere. Some alternative methods and efforts have to be looked upon.   

Most community members from Shivapuri National park are habituated in making easy money which is brewing of homemade alcohol and selling in nearby market. They misuse the natural resources from the park as many of them cut down the trees to get fire wood as a source of energy that is needed to prepare alcohol. Most of the outputs of the training have not been effective as the local’s finds difficulty to find any alternative livelihood activities other than brewing of alcohol. NETIF finds limitations to address these issues.  

During the project implementation various problems were encountered and several mitigation strategies were adopted.